Implementing Lot Control Across a Distributed Manufacturing Environment

The problem

Rapid growth as a beverage producer, combined with a distributed co-manufacturing model, created lot number fragmentation, duplication, and poor information flow. Tracking product by lot often took weeks and could not be done with complete reliability, leaving the organization exposed to significant risk.

Understanding the process

Because the organization was highly distributed, outsourced, and remote, no one fully understood how the process worked, or how to change it to support lot number tracking. After interviewing leaders in operations, logistics, fulfillment, and finance, a clear problem statement and scope emerged.

We finally knew where we wanted to go, but where were we now? Using A3 and process mapping techniques, we created a map of 10 key data flows and 12 critical process steps spanning 6 co-manufacturers and 5 third-party warehouses. This provided a clear view of the complexity we were facing.

EDI implementation replaces manual processes

To achieve the desired future state we needed to complete inventory transactions faster than the current email and spreadsheet system would allow. Implementing strategic EDI documents would not only give us lot number accuracy, but improve the overall accuracy and data timeliness, allowing for financials to be reported sooner.

Project management challenges

Managing a project with three work streams, two technology vendors, and nine partners is no small task. Clear, easy-to-understand visuals and strong communication skills helped the team keep work on track with minimal frustration. Leveraging Asana’s Gantt, Kanban, and list views provided a simple yet flexible way to manage the workflow effectively.