Lean logistics enables a traditional supply chain to be transformed into an agile, responsive flow that can cope with the ups and downs of the market. By optimising each stage, this pragmatic approach helps companies to deliver faster, at lower cost and with greater customer satisfaction. Find out more about the essential tools and training courses you need to make a success of your logistics transformation.
Increased competition, ever tighter deadlines, rising costs... Against this backdrop, logistics is becoming a major factor in competitiveness. Inspired by lean manufacturing, lean logistics offers a structured method for identifying waste, rethinking processes and building a more efficient supply chain. But how can these principles be translated into concrete action?
Understanding lean logistics methodology
Above all, lean logistics is based on a structured approach. Three key stages help companies to analyse their practices, correct inefficiencies and implement concrete solutions.
1/ Identifying sources of waste
2/ Finding areas for improvement
3/ Designing a new workflow
1/ Identifying sources of waste
The first step is to identify waste. A task that does not create value for the customer is a hindrance. This may involve wasting time, resources or unnecessary movements.
For example, a warehouse may have too many pallets waiting to be processed. Or a team may re-enter the same data several times.
Accumulated waste weighs down the logistics flow.
In practical terms, how do we go about it?
1e method: flow analysis using key performance indicators (KPIs)
Key KPIs to monitor :
- Out of stock or late delivery rates
- Rate of picking or preparation errors
- Average processing time per order
- Stock levels and rotation
Objective: quantify losses, identify inefficient processes and prioritise improvements.
The advantage of this method is that it provides a quantified basis for justifying lean actions.
2e method: the gemba walk
Principle: the manager or consultant goes directly to the «gemba» (the field) to observe the actual flow and talk to the operators.
The aim is to understand the problems experienced by the teams, detect waste that is invisible in the reports and gather ideas for improvement.
Advantage: engages teams and encourages the adoption of the lean culture in the field.
3e method: root cause analysis (RCA/Ishikawa)
Principle: for each problem identified, use a cause diagram (Ishikawa or 5 Whys) to determine the exact origin of the waste.
The aim is not just to treat the symptoms, but to correct the root cause.
Advantage: provides sustainable, targeted solutions.
4e method: stock audits and inventories
Principle: review stock levels, rotations and locations.
Objective: to identify overstocks, dormant products and poorly used areas.
Advantage: reduces storage costs and improves responsiveness.
💡 Practical tip:
Combining several methods provides a more complete analysis.
For example:
- supply chain mapping for a global vision (mapping the supply chain to highlight the entire chain, beyond just the warehouse, including partners, other sites, suppliers and customers)
- gemba walk to observe operations
- analysis of KPIs to measure impact
2/ Finding areas for improvement
Once waste has been identified, the causes need to be analysed, priorities prioritised and concrete corrective solutions proposed. It is often best to start the analysis with the least efficient areas. Critical processes are often goods receipt or order preparation. For example, one logistics manager found that his teams were wasting time looking for materials: «We mapped each stage and identified our bottlenecks. From then on, we knew where to act».»
This analysis forms the basis of the improvement plan.
Methods for analysing causes
- Ishikawa or fishbone diagram: categorise the possible causes. These may include methods, materials, machines, labour, environment and measurements.
- 5 whys: successively ask «Why?» for each problem until the main cause is identified.
The aim is to avoid merely correcting the symptoms and to find lasting solutions.
Pareto's law for prioritising or the «80/20» principle»
It identifies the 20 % of problems that cause 80 % of losses or inefficiencies.
The aim is to focus efforts on the areas for improvement that will have the greatest impact.
Three methods for proposing practical solutions
1/ Brainstorming
Brainstorming and, more broadly, collaborative workshops bring logistics teams together to come up with concrete solutions. This encourages creativity and draws on operators' knowledge of the field. For example, a team might suggest grouping certain products together in the same area to reduce travel.
2/ Benchmarking
This involves comparing its performance with that of other companies in the same sector. This helps to identify tried and tested solutions. For example: pull flow, partial automation, digitisation of inventories.
3/ Simulations and pilot tests
Before generalising, it's often a good idea to test solutions on a restricted perimeter. For example: a new picking organisation, the reorganisation of stocks or the introduction of a monitoring table. This enables the real impact to be measured and adjustments to be made before a large-scale roll-out.
💡 Practical tip no. 1: combine root cause analysis, prioritisation and pilot testing.
This enables you to transform a diagnosis into a concrete, measurable action plan, and to involve your teams in continuous improvement.
💡 Practical tip no. 2: Define monitoring indicators.
For example: average preparation time, error rate, stock levels, delivery times. In this way, you can monitor the effectiveness of your actions and quickly detect any discrepancies.
3/ Designing a new workflow
This is the stage when the company redesigns its organisation with solutions tailored to its constraints. This may involve a new warehouse layout, partial automation or the digitisation of inventories.
Example 1
Imagine a computer wholesaler facing :
- substantial dormant stocks, representing 20 % of its inventory
- frequent delays in deliveries to its resellers
The company is committed to a lean approach to overhaul its logistics process. The audit first highlighted waste linked to overstocking, recurring picking errors and a warehouse organisation that was ill-suited to product rotation. The wholesaler therefore began by mapping its flows. It then reorganised its racks according to the frequency of output, set up a Kanban system for fast-moving products and digitalised monitoring using a WMS.
In one year, the company reduced its dormant stocks by 35 %, The company has reduced order preparation errors by 25 % and cut delivery times by an average of two days. The result is optimised logistics costs, A much more agile supply chain.
Example 2
A warehouse permanently stored nearly 10,000 «just in case» coins». This overstocking was generating high costs and paradoxical stock-outs on certain items. The company carried out an analysis of its flows and introduced a Kanban system combined with more accurate sales forecasts. As a result, the average stock level is now around 6,000 items, representing a reduction of 40 %. At the same time, the breakage rate has fallen from 15 % to less than 3 %, and 95 % of orders are now in the pipeline. delivered on time.
The emblematic tools of lean logistics
Lean logistics is based on practical tools. They make workflows visible, measurable and therefore easier to improve. Three systems stand out for their effectiveness in the field.
1/ Tracking tools
2/ The Value Stream Map
3/ Kanban
Tracking tools to optimise flows: RFID and WMS (Warehouse Management System), technological tracking
Real-time tracking is one of the pillars of lean logistics. RFID technologies make it possible to trace each pallet or parcel instantly. Warehouse Management System (WMS) software centralises this data and displays it in the form of clear dashboards. The result: fewer errors, better stock management and greater visibility of lead times. For example, a logistician can immediately detect a lost parcel and correct the trajectory without delay.
The Value Stream Map
The Value Stream Map (VSM) is a graphical tool that shows the entire supply chain, from procurement to final delivery. This makes it possible to identify areas of waste at each stage. These are usually overstocking, empty transport, unnecessary movements, picking errors or deterioration of goods. A team may find, for example, that preparing orders takes twice as long as expected. Or that internal transport is generating unnecessary round trips. This overview helps to prioritise improvement actions.
Kanban for lean logistics: visual flow control
Kanban is based on cards, labels or digital signals that automatically trigger replenishment. The principle is simple: produce or move only what is needed, when it is needed. This avoids stock-outs and reduces excess stock. For example, a warehouse can set a minimum threshold of boxes on a preparation line. As soon as this threshold is reached, a Kanban card triggers restocking. The result is a tighter, more controlled flow, with no unnecessary overloads.
A complementary practical method: the 5 S's for organising spaces
5S is based on 5 steps (sort, tidy, clean, standardise and discipline). It's a simple, effective method for structuring the warehouse and work areas. It ensures that each logistics zone is clear, functional and secure. This reduces the waste associated with searching for materials, unnecessary movements and errors.
For example, one SME applied 5S to its picking stations. The result: 20 % in productivity gains and a clear reduction in picking errors.
[Also read] 5S method: optimising workplace organisation
Key figures for companies that have implemented lean logistics
| Indicator | Gain recorded | Comments/background | Source |
| Reduction in total logistics costs | 10 to 30 % | Average observed in SMEs and large companies that have deployed lean in their warehouses and internal flows | Sector benchmark Womack & Jones, 1990 |
| Reducing inventory levels | 30 to 50 % | Depending on the implementation of Kanban and pull-flow management | Lean supply chain case studies, McKinsey 2018 |
| Reduced transport costs | 10 to 25 % | Depends on optimising routes and reducing empty runs | Deloitte, 2019 |
| Reducing storage space | 30 to 40 % | If reorganisation and 5 S applied | Feedback from industry |
| Cycle time reduction | 20 to 30 % | On order preparation and internal flows | Womack & Jones, 1990 |
| Improving productivity | 40 to 70 % | Depending on position (picking, packing) and team training | Lean business cases, sector benchmarks |
Training for a successful lean logistics transformation
Implementing a lean logistics approach requires more than goodwill. Teams need to master the tools, understand the processes and adopt new reflexes.
Training therefore becomes an essential lever for successful transformation, providing step-by-step support for all professionals, whether they are new to the supply chain, managers or experts.
Training tailored to every need
Do you want to acquire the knowledge you need to optimise and streamline procurement? Would you like to try out the most useful methods for efficient stock management? Discover the training programme Manage and optimize supplies and inventory, In this course, participants learn how to reduce the value of average stock while improving the service rate.
Are you in charge of a logistics function within your company or are you working in a logistics department?
Training Logistics for non-logistics will enable you to understand a logistics organisation, identify the different players involved and the methods and tools associated with their activities.
What tools and methods can you use to manage costs and assess the performance of your transport operations?
Find out more during the training course Optimising transport and improving customer satisfaction, The practical approach is a concrete response to the transport challenges facing companies today.
Finally, training The Lean approach, the essentials provides an overview of the fundamental principles of lean and how they can be applied in an operational or logistics context. Participants will learn how to identify waste, streamline flows and improve process performance.
Why train?
Training accelerates skills development and reduces errors during implementation.
Three examples:
1/ Industrial SME
«After training, we mapped our internal flows and detected frequent disruptions in line supplies. By launching a lean project based on supplier Kanban, we reduced intermediate stocks by 40 % and secured production. The result: no more breakages on the shop floor and significant cash flow gains from the first quarter.»
2/ Large logistics company
«The training enabled us to analyse our entire logistics chain, from pallet arrival to lorry loading. We prioritised a lean project on order preparation, with a reorganisation into zones and the use of colour codes. In 6 months, the error rate has fallen by 60 %. The average order processing time has fallen from 48 hours to 30 hours.»
3/ E-commerce
«After mapping out the path taken by the parcels, we reorganised the racks, i.e. changed the layout of the storage shelves so that the products were better arranged and could be accessed more quickly during picking. Three months later, the results are positive: we've saved an hour a day on order preparation and reduced the number of journeys made by 35 % operators.»
[Also read] How to optimize your e-commerce logistics?
In short, lean logistics is a practical approach that helps companies to cut costs, streamline flows and become more agile. By identifying waste, using the right tools and spreading a culture of continuous improvement, every organisation can transform its logistics into a genuine performance driver. However, successful transformation requires solid, shared skills. Training provides teams with the right level of expertise and appropriate methods, within a practical and operational framework.
