Outsourcing warehouse logistics is a strategic opportunity that complex companies can adopt to improve efficiency, flexibility and cost control.
To achieve efficient results, companies must assess every detail with planning rigour and legal attention: from partner selection to regulatory compliance, from transition management to ongoing supervision.
Criteria for choosing a logistics partner
Selecting a logistics provider requires careful evaluation of skills, tools and operational approach to avoid compromising the entire process and negatively impacting customer service.
Sector specialisation: knowledge of the operational and regulatory peculiarities of the sector in which the company operates.
Customisation capacity: flexibility to adapt to differentiated flows, seasonality, B2B and B2C needs, multi-channel orders or integrated logistics activities.
Technology and systems: a modern WMS (Warehouse Management System) that can be integrated with the ERP guarantees traceability, real-time visibility and performance indicators.
SLAs and service culture: precise definition of minimum service levels (lead time, accuracy, stock availability) and a collaborative approach.
References and economic soundness: analysis of case studies, active customers, reliability ratings and warehouses managed by the selected partner.
Legal and contractual aspects
Outsourcing also implies a transferability of responsibility: that is why every legal aspect has to be taken into account.
Authorisations and regulatory compliance: the presence of specific requirements for the handling of goods (e.g. health, environmental, ADR, alcohol or refrigerated storage, customs warehousing).
Liability and insurance: documented coverage, assessment of limits and well-defined roles in case of errors, loss or damage.
Ownership of goods and related risks: contractual clarification of the ownership of goods stored with third parties.
Joint and several liability (Art. 29, Legislative Decree 276/2003): verification of the regularity of personnel management and safety in the workplace.
Privacy and GDPR: Appointment of the supplier as ‘External Data Processor’ in case of processing of customer data in compliance with EU Regulation 2016/679.
Internal analysis and process mapping
Before outsourcing, a preliminary internal assessment must be carried out to understand what to delegate and with what impacts.
Logistics flow mapping: analysis of lead time, turnover frequency, operational criticalities, document requirements, traceability constraints, reverse logistics, etc.
TCO – Total Cost of Ownership: evaluation of direct costs (warehousing and handling) and indirect costs (SLAs not met, processing errors, claims management, warehouse obsolescence).
Risk and internal competence analysis: calculation of the impact on internal know-how and ability to manage possible future criticalities.
Avoiding Operational Disruptions in the Transition Phase
Business continuity must be ensured through the definition of a structured plan and timely audits.
Detailed transition plan: definition of a realistic timeline with progressive phases of testing, (partial) dual management, inventory reconciliations and contact person training.
Data and stock management: planning the physical transfer of goods and the synchronisation of master data between information systems.
Testing phase: simulations and verification of actual flows before final start-up.
Continuous monitoring and governance of outsourcing
Implementing constant monitoring plans can ensure quality and continuous improvement of logistics management.
Contractual KPIs and SLAs: percentage of orders filled on time, inventory accuracy, picking error rate, response time, average delivery time, returns handled, etc.
Dashboards and periodic reports: scheduling meetings to share data, corrective actions and new opportunities.
Audits and inspections: checks, even unannounced, to verify standards and compliance.
Evolutionary clauses: contractual flexibility for future adaptations.
Thinking of outsourcing your warehouse logistics?
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