Liviu Ojogel

A sample warehouse for line supply.

Raw material in storage, a supermarket fed by kanban, and a milk-run to the line. Click a zone.

Stop 2

Storage

Raw material in the warehouse location. The line does not pick from these aisles.

Can one driver finish Switzerland today?

The truck leaves Basel and has to come back. Click a city to add it. Nine hours is the driving limit. Each drop takes 20 minutes to unload, and that time is not driving.

Fits today

Driving stays inside 9 hours, with 1 h of unloading on top. One truck can finish and return.

Driving: 5 h 55 min
Unload: 1 h
Distance: 385 km

Start Basel
1Zürich
2Bern
3Lausanne
Back Basel

Estimated at 65 km/h until the road time loads. Add Lugano if you want to see the day break.

Loading the map

SAP for the logistics modules. Python for the check.

Logistics modules

Purchasing, the warehouse, the order, the freight, and the supply to the line.

MM
Materials Management
Purchasing, goods receipt, and the invoice that matches them.
WM
Warehouse Management
Bins, transfer orders, and the move from door to location.
SD
Sales and Distribution
The order, the delivery, and what is allowed to ship.
TM
Transportation Management
Freight units, planning, and settlement.
PP
Production Planning
MRP and the supply that actually reaches the line.

The same questions in Python

A file, a lane, or a stock figure, checked before it becomes a process.

pandas
Data
Order lines, stock, and the file the warehouse actually exports.
scripts
Automation
A check that runs the same way every morning, not a new spreadsheet.
routing
Distance
Drive time and kilometres before a lane is booked.
files
Extracts
Excel and CSV, cleaned before anyone argues about the number.
plots
A picture
A flow or a load someone can see, not only a table.

A specialist for the part of the business customers never see.

Supply chains fail in the gaps: a late booking, a count that does not match the system, a carrier who was never the right mode. I work those gaps — between planning, the warehouse floor, and the road.

The job is not more process for its own sake. It is a network simple enough to run on a normal Tuesday, and clear enough to recover when Tuesday is not normal.

Open to logistics and supply chain roles, and to project work where a flow needs to be redesigned rather than patched.

Where the work sits.

Network & transport

Lane design, mode choice, and a booking rhythm that keeps capacity without paying for empty miles.

Plan a Swiss run

Warehouse flow

Receiving, slotting, pick paths, and dispatch planned around the order profile, not the other way around.

Follow the flow

Inventory & planning

What to hold, where, and when to replenish. Safety stock that covers real variability, not a round number.

Order promise

Cut-off times and the link between what sales offers and what operations can actually ship.

Exceptions

Shortages, delays, claims, and peak. A short escalation path, and a record of what broke.

Partners

3PLs, carriers, and suppliers managed on facts: lead time, damage, on-time, and cost per unit moved.

Measure the flow, then change one thing.

See the real path

Walk the order from demand to delivery. Map where time and cost actually sit.

Name the constraint

One bottleneck, one unreliable handoff, or one number nobody trusts.

Set a service line

Agree what on time means, for whom, and what it is allowed to cost.

Run it, then tighten

Change the process, watch a full cycle, keep what holds on a busy day.

Outbound

A cut-off the warehouse can keep

Align order promise, pick waves, and carrier collection so the last hour is planned, not improvised.

Service you can publish

Inventory

Stock that matches the order book

Reconcile system and floor, then set replenishment around real lead time and demand swing.

Fewer false shortages

Network

The right mode on the right lane

Separate urgent freight from planned freight, and stop paying express rates for orders that were never urgent.

Cost with a reason