Design the warehouse route, standardise each activity, translate the route into an economic baseline and prepare a stock truth that ERP, Marketing and RevOps can reuse.
Start from zero, upload your own evidence or activate the global Example once. The same case then remains active in Design and Economics & Stock.
EMPTY CASEUse Example once to activate the working case across all three phases. Each evidence card shows its own load status. Use Reset to return inputs, design and outputs to zero.
1. Evidence inputs
Upload one or more files, or activate the embedded working example.
1 · Strategic Goals & Budget
NOT LOADEDi
Not loaded · economic objectives
Define the economic ceiling
2 · SPO CRM
NOT LOADEDi
Not loaded · customer service priority
Load the SPO CRM export
3 · Purchase Orders
NOT LOADEDi
Not loaded · planned replenishment
Planned purchasing evidence
4 · Supplier Setup
NOT LOADEDi
Not loaded · stock, costs, lead time
Supply and stock evidence
5 · SLA Handover · design reference
NOT LOADEDi
Not loaded · constraints only, no compliance calculation
Service constraints
Customer Service Priority · SPO i
Use SPO to decide which recurrent customer order should enter the service queue first. Keep the baremo independent: the same task keeps the same standard time and points regardless of customer priority.
WAITING FOR SPO
Customers loaded i
0
Customer-level priority records.
Recurrent customers i
0
Eligible for SPO-first queueing.
SPO-1 priority i
0
Priority Protection customers.
Average SPO score i
0
Portfolio priority intensity.
Recurrent customer orders i
Queue rule: SPO segment → SPO score → arrival time. The service priority travels with the order into Pick Up, Pack and Load.
New customer orders i
Current rule: arrival time. Future extensions may add revenue or margin, but the standard task baremo remains unchanged.
Illustrative recurrent-service queueTop customers from the loaded SPO evidence
Load SPO CRM to preview the queue.
Important: SPO governs service priority, not the Productivity equation. Productivity will later remain completed standard points / actual resource hours. In other words, SPO tells the warehouse what to serve first; the baremo tells the warehouse how much standard work the task represents.
2. High-level configuration i
These values feed every node unless you override a node individually. SPO determines future service order; the baremo determines standard work.
i
i
i
i
i
i
i
i
i
i
i
i
Cost discipline. The baremo is a design baseline, not actual Productivity. Standard hours create standard points and a standard economic cost. Later, when real orders arrive, another pill can compare actual time against this baseline and the ERP can use the approved rules for payroll, invoice validation or provider settlement.
3. Business objective envelope
Select which budget lines define how much the warehouse route is allowed to consume.
Load Strategic Goals or activate Example to populate objective lines.
Selected objective envelope i
€0.00
€/unit available to the selected warehouse-related objectives.
Design route cost i
€0.00
Live sum from the nodes in Warehouse Design.
Headroom / overrun i
€0.00
Objective envelope minus current designed route cost.
Recurring external base i
€0.00
m² × €/m² × months, allocated later to Storage.
4. Service-design references
Read-only constraints from SLA evidence. We use them to design the process, not to score performance here.
Supplier / role
Metric
Rule
Target
Evidence expected
No design reference loaded.
02 · Warehouse Design
Build the route like a workflow inside a real warehouse
Every node remains movable and editable. Storage can be placed in a physical rack position, while each task keeps its baremo, sourcing and designed cost.
0 NODESExample is global · one activation populates Inputs, Design and Economics & Stock
Editable warehouse canvasiSelect Storage, then click a rack slot to assign its location.
Design €/unit i€0.00
Budget €/unit i€0.00
Variance i€0.00
Ideal teaching warehouse · editable design layer
RECEIVING DOCK
OUTBOUND PORT
Receiving & incoming control buffer
Packaging Room
PICK UP STAGING
PACK BENCH
03 · Economics & Stock
Close the design with controlled handoffs
Export the approved baremo, ERP cost baseline, stock plan and warehouse design before the next operational pill begins.
Five handoffs · the loading dock
The most important outputs come first. Download the files that carry the design into RevOps, ERP and Marketing.
DOCK 01 · REVOPS PRODUCTIVITY
P
RevOps Productivity Baremo
i
The standard-work catalogue plus service-priority policy that makes future Productivity measurable and the operator queue customer-aware.
Prepared for future actual execution
DOCK 02 · ERP BILLING
€
ERP Billing Cost Baseline
i
What the designed service should cost, node by node, before invoices or actual execution arrive.
Standard-cost billing basis
DOCK 03 · ERP + MARKETING STOCK
STK
Stock ERP / Marketing Handoff
i
One stock truth for operations, ERP and the Marketing plan: current, protected, inbound and campaign headroom.
Source-aligned stock plan
DOCK 04 · WAREHOUSE VISUAL
PNG
Warehouse Design Image
i
Export the final canvas exactly as configured, including the route, rack location, nodes and economic chips.
Visual evidence of the final design
DOCK 05 · MACHINE DESIGN
{ JSON }
Warehouse Design JSON
i
The complete 01–03 configuration for reopening, reproducing or handing off the design without losing logic.
Machine-readable design baseline
Business reading · economic story
Read the design as a business decision, not as a collection of disconnected KPIs.
DESIGN DECISION
WAITING FOR DESIGN
Add or load the warehouse route.
Activate Example or configure your own case. The narrative will explain cost, budget, outsourcing exposure and what the stock plan means for execution.
Budget utilisation
i
0%
How much of the authorised warehouse cost envelope is already consumed.
External cost share
i
0%
How dependent the designed warehouse economics are on outsourced service.
Storage share of route
i
0%
The economic weight of the recurring storage component inside the route.
Core stock coverage
i
0%
Whether the planned supply covers mapped demand while protecting the reserve.
Designed route €/unit i
€0.00
Standard warehouse cost per handled unit.
Objective €/unit i
€0.00
Selected economic ceiling from business objectives.
Designed warehouse spend for the full planning basis.
Recurring storage i
€0.00
m² × €/m²/month × allocation months.
Internal share i
0%
Designed cost carried by own resources.
Core on hand i
0
Physical core stock before planned PO.
Core planned PO i
0
Planned replenishment, not yet physical stock.
Campaign headroom i
0
Projected units left after demand and protected safety stock.
BI
Management interpretation of the loaded case
Activate Example or load your own evidence. This reading connects demand, replenishment, lead time, sourcing, route cost and protected stock into one management interpretation.
Economic design by node i
The route cost is the sum of every node's standardised economic baseline.
InternalExternal / outsourced
Node
Sourcing
Cost driver
Std h
Points
Resources
€/h
Std activity cost
Allocated recurring
Designed €/unit
% route
No nodes configured.
RevOps standard-work baseline i
The future Productivity pill will compare actual resource time against this approved standard work.
Prepared, not measured. The baremo creates the denominator needed for future Productivity analysis: standard hours and points. Actual P remains out of scope here and will only exist after real order execution supplies timestamps and actual resource hours.
Activity code
Task
Evidence method
Standard hours
Standard points
Resource count
Sourcing
Rate €/h
Standard €/unit
No baremo configured.
Stock decision · ERP and Marketing i
One source-aligned stock view that separates physical availability from planned replenishment and campaign capacity.
Safety stock i
0
Protected reserve that Marketing should not consume without an explicit management decision.
Mapped demand i
0
Demand requirement the supply plan is expected to support.
Longest core lead time i
0 d
Time between release of the core PO and expected saleable availability.
Required saleable date i
—
The planning date by which the product should be saleable for the business plan.
MARKETING / ERP DECISION
WAITING FOR EVIDENCE
Load stock and purchase-order evidence. The model will then state what Marketing can commit and what ERP should treat as physical versus planned stock.
SKU / service
Physical available
Safety
Confirmed inbound
Planned PO
Mapped demand
Lead days
Required date
Campaign headroom
Status
Recommended action
Load stock and purchase-order evidence.
METHODOLOGY AT THE END OF THE JOURNEY
DIIIP explains how warehouse design becomes executable evidence
The value of this pill is not the drawing alone. Value appears when supplier, purchase, stock and objective data becomes a standardised route that ERP, Marketing and RevOps can reuse.
The data becomes nodes, locations, baremos, points, sourcing, resource rates and stock states.
I
Intelligence
The model compares designed route cost with the objective envelope and separates physical stock from planned replenishment.
I
Insights
Management sees outsourcing exposure, cost per unit/order, storage burden, campaign headroom and the evidence gaps that still block execution.
P
Personalization Actions
The five handoffs activate ERP billing, stock planning, Marketing decisions, a reusable warehouse visual and the future RevOps Productivity measurement.
KAI·ROI · OPERATIONS EVIDENCE
Standard work makes operational value defensible
This warehouse pill does not calculate actual Productivity. It creates the task, time, point, resource and economic baseline that future execution can use as evidence for P and operational cost.
The formal KAI·ROI architecture remains unchanged.
What leaves this pill
Five controlled outputs connect design with the next management system.
