From Reactive to Proactive: Root-Cause Analysis in Logistics
Updated: 2 hours ago
By Felix Ampaabeng
B.S. Logistics Management | Class of 2025 | The Ohio State University
Because of the fast-paced nature of supply chains across nearly every industry, it is often convenient, and sometimes necessary, to implement temporary solutions, or “stopgaps,” when problems arise. These solutions can provide immediate relief and help organizations meet short-term goals. However, when stopgaps become the standard way of handling recurring problems, they can create additional inefficiencies and prevent organizations from addressing the actual causes of those problems.
As an inventory control analyst for a mechanical contracting company, I have experienced firsthand how operational pressures and temporary solutions can affect the receiving and distribution process. One of my primary responsibilities is auditing and validating incoming shipments, as well as performing cycle counts to ensure that inventory records accurately reflect the materials physically available. These responsibilities are especially important because the materials we receive are often needed at job sites according to project schedules and deadlines. Depending on the urgency of a project, materials may need to leave the warehouse the same day they arrive or be placed on a truck for delivery the following morning. I am frequently copied on emails from job-site superintendents and purchasing personnel requesting that specific materials be delivered to the shipping department immediately.
While these requests are understandable, they can interfere with the normal receiving process. In some situations, materials are being moved toward shipping before they have been completely received, counted, inspected, or validated in the inventory system. This creates a conflict between two important priorities: getting materials to the job site quickly and maintaining accurate inventory and receiving procedures. To address this issue, management implemented a tracking system that allows superintendents and purchasing to identify “hot” shipments that need to be released quickly.
On paper, this appears to be an effective solution because it gives the warehouse visibility into which shipments require immediate attention. However, superintendents and purchasing are often dealing with multiple priorities and tight deadlines themselves. As a result, they may not update the tracking system consistently, or they may simply forget. This means that we are still reacting to problems after they occur rather than preventing them from occurring in the first place.
One potential root cause is a lack of visibility into project schedules and upcoming material requirements. If I only learn about urgent materials when a superintendent sends an email, there is very little opportunity to plan. However, if I were included in project deadlines, progress updates, and upcoming material requirements, the warehouse could anticipate demand instead of constantly responding to emergencies. For example, if project schedules indicate that a particular job will enter a major installation phase within two weeks, I could review upcoming material requirements in advance. I could also identify whether the necessary materials have been ordered, received, validated, and placed in the appropriate location. If something is missing, damaged, or delayed, the issue could be addressed before it becomes an emergency.
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