Mapping the "as is" state, considering area, what/for how long/how is allocated in each space, and value added to each item. The second step is to analyze "area vs what", providing an action plan (layout review, definition of what does not add value, whether the supply process is in line with the output, etc). For example: On one project, I asked if the stacking parameters could be revised. As a result, without negative impacts in safety and quality, the number of pallet positions was increased without financial investments. In another example, I identified that the withdrawal of certain assets was slow, which made me review the SLAs with this supplier, who was responsible for this withdrawal, freeing up more space.

To resolve conflicts over storage space effectively, start by facilitating an open discussion where team members can share their concerns and ideas. Identify the root causes of disagreements, such as differing priorities for space use or varied storage needs. Work collaboratively to create a unified plan, focusing on solutions like optimizing space layout or implementing shared guidelines for storage allocation. Encourage compromise by highlighting the benefits of a cohesive approach for the entire team. Reinforce agreed-upon rules for space management, and consider rotating responsibilities to ensure fairness and maintain a collaborative spirit in managing space constraints.

You need to assess if you are managing for inventory cube or efficiency. This will dictate the inventory storage philosophy. Assess warehouse layout, is it the most efficient for what you want to achieve. Is the inventory in the correct part of the warehouse? Are all non-value add items in the warehouse removed, would removing these create extra space?