Supply chain · factory logistics · MedTech & manufacturing
In MedTech and manufacturing, materials, stock, production supply and information must work together reliably. PEC makes logistics flows transparent from goods-in to dispatch and develops practical improvements based on your operations and data.
Visibility of routes, volumes and orders
Supply for manufacturing and assembly
Control through roles, service levels and KPIs
A system, not isolated transport tasks
Factory logistics is more than transport within a site. It connects procurement, goods-in, warehousing, manufacturing, quality and dispatch through reliable material and information flows. Its performance affects material availability, lead times, stock, and the predictability of production and delivery.
An effective supply chain manages demand, orders, priorities, routes and responsibilities end to end. This requires transparent data, relevant metrics and a clear decision on which services should be delivered centrally, locally, in-house or with partners.
Interactive process map
Select an area. The map highlights typical risks, meaningful metrics and relevant opportunities for improvement.
01 · Goods-in
Scheduled deliveries, unloading, inspection and booking need clear handovers and coordinated time windows so materials are available quickly at the right process step.
02 · Material supply
From warehousing and picking to route trains and the point of use, consumption, replenishment signals and delivery must work as one coordinated process.
03 · Warehousing & stock
Raw materials, purchased parts, work in progress and spare parts need clear stock rules so that availability and tied-up inventory can be managed together.
04 · Production logistics
Line-side supply, intermediate buffers and internal transport must match the production plan and converge reliably at defined handover points.
05 · Quality & inspection equipment
Inspection samples, inspection equipment and quality records must be linked to the right orders and products; handovers and status changes need clear ownership.
06 · Packaging & dispatch
Picking, packaging, dispatch documents and handover to transport partners must align with order priority and collection times.
07 · Returns & service
Returns, reusable load carriers and service or repair cases need defined collection, inspection and assignment to the next process step.
08 · Waste management & returns flow
Empty containers, packaging, rejects and waste need defined collection points, return routes and responsibilities; reuse and disposal must remain distinct.
09 · Multi-site logistics
Multiple factories and warehouse sites need coordinated control, reliable handovers and clearly defined local responsibilities.
Spot the signs early
Staff search for materials or repeatedly request urgent transport because replenishment signals and supply routes are unreliable.
Requests arrive verbally, by phone or on separate lists, making them difficult to prioritise consistently or track reliably.
Materials appear in the system or sit in the wrong locations, while parts are missing at the line or workstation and additional buffers build up.
Order volumes, search time, empty journeys and special transport cannot be traced from a consistent data set.
Factories use different roles, stock rules and systems despite having comparable material flows.
Technology is discussed before material flow, interfaces, volumes and responsibilities have been clearly defined.
Structured self-assessment
You will receive a self-assessment covering organisation, processes, management and control, data, and readiness for automation. It is indicative only; it is neither an expert report nor an external benchmark.
Your assessment
This assessment is an indicative self-assessment based on your answers. It is not an external benchmark or a guarantee of financial results, and it does not replace an on-site review of your processes and data.
Discuss your results
Would you like to discuss your assessment or agree next steps? Talk to us about your specific situation.
From visibility to implementation
We start by building a reliable picture of material flows, orders, stock, roles and operational requirements—not by preselecting technology.
Transferable project experience
The selected projects come from different industrial operating environments. They illustrate approaches to integrated supply chains, standardised processes and transparent KPI management. We assess which approaches suit your organisation against your specific requirements.
Connect warehousing, ERP, dispatch and partner processes into a reliable supply chain.
View project example ↗ 02 · Organisation & governanceStandardise roles, handovers, the tool concept and piloting across the organisation.
View project example ↗ 03 · Digital & technology enablementBring data, processes and KPI reporting together in an auditable management system.
View project example ↗Tangible deliverables
PEC does not provide an abstract target design without a path to implementation. The outputs provide a sound basis for operational decisions.
Current-state process and logistics flow map
Volume, route and stock analysis
Bottleneck and process-effort analysis
Target operating model and roles matrix
Service-level and supply concept
Route, cycle and handover concept
Business case with transparent assumptions
Pilot, roll-out and automation roadmap
KPI system for operational management
Measure what you intend to manage
The right KPIs depend on the logistics flow, service commitment and data available. What matters is that metrics inform operational decisions.
Logistics orders by type, factory, process area, shift and time window.
Presentation and replenishment time, processing time, punctuality and issue-resolution time.
Missing parts, order completeness, special trips and service-level attainment.
Empty journeys, search routes, route utilisation and unplanned material movements.
Inventory accuracy, stock coverage, emergency purchasing and work-in-progress.
Process time committed, additional orders, rework and traceable process costs.
Illustrative project scenario
This example shows how a multi-site logistics initiative could be structured.
Multiple factories, different supply routines, inconsistent stock data and short-notice material requests from manufacturing and assembly.
Map material and order flows, clarify priorities and handovers, test a coordinated control model and agree service levels with the factories.
After a pilot, local metrics for lead time, material availability and process effort can be compared with the baseline to prepare an appropriate roll-out.
Accountability and implementation
PEC combines process and organisational work with methods from operational excellence and intralogistics. In MedTech and manufacturing, improvements are tailored to specific material flows, quality requirements, roles and site conditions rather than applying an untested standard model.
“We always consider organisation, processes, technology and people together.”
Endrit Haliti
Managing Director, PEC Healthcare GmbH
Expert perspectives
Methodology and transparency
Sound decisions are based on local process data and stated assumptions, not generic industry ratios. The self-assessment on this page is for guidance only and is not an external benchmark.
A sound business case requires baseline values to be checked on site. The self-assessment calculates neither savings nor financial outcomes.
Start the self-assessmentInformation for decision-makers
It includes goods-in, warehousing and stock, internal material supply, production logistics, quality and inspection equipment, packaging and dispatch, returns, waste management and flows between sites.
Start by building visibility of material flows, stock, routes, roles and service levels. Then standardise processes, test them in a suitable area and, once operations are stable, selectively digitise or automate them.
Only a site-level review of orders, volumes, routes, stock, timings and roles provides a reliable baseline. The self-assessment is indicative and does not forecast savings or outcomes.
No. Improvement often starts with clear responsibilities, consolidated orders, defined routes and reliable control. Automation comes later, once the processes, infrastructure and business case have been assessed for the specific application.
Useful inputs include orders, product and volume profiles, time windows, shift and organisation data, layouts and routes, stock and work-in-progress, service levels, and observations of day-to-day operations.
Yes. A shared target operating model, consistent control principles and clearly defined local responsibilities make sites comparable without overlooking site-specific operations.
Changes to roles or capacity are not assumed across the board. They are reviewed and assessed transparently against the activities, volumes and process requirements observed.
A focused start clarifies objectives, reviews available data, walks the relevant material flows and selects a suitable pilot area. The scope of a more detailed analysis can then be agreed.
Next step
In an initial conversation, we will clarify your starting point, relevant material flows and a suitable scope for analysis or a pilot.