Real-Time Logistics: Why 30-Day Averages Are Killing Your Supply Chain

In the era of nearshoring and immediacy, measuring success with last month's data is like driving while looking in the rearview mirror. Here is how Silodisa measures today's "operational truth."

In the logistics world, there is a popular phrase often heard in corporate corridors during quarterly reviews: "The numbers look good." But at Silodisa, we have realized that this phrase is dangerous. A "good" average from three months ago is useless to the client who needs their merchandise at the dock today at 8:00 AM.

We live in a high-speed environment. The market, driven by the boom in e-commerce and export manufacturing, no longer forgives latency. That is why we have made a radical decision in our operational culture: to declare historical reports obsolete as a daily management tool and adopt a philosophy of "Real-Time Truth."

It is not just about moving boxes; it is about moving data with the same speed and precision.

The Myth of "It’s Already Happened": The Danger of Long Averages

There is a saying that goes: "Water under the bridge turns no mills." In logistics, this is an unbreakable law.

Traditionally, the industry has measured performance (KPIs) based on monthly or quarterly cut-offs. The problem with this approach is that it dilutes reality. One disastrous day can hide behind twenty good days in a monthly average, concealing a latent inefficiency that will sooner or later explode in front of the customer.

At Silodisa, we believe that excellence is not a trophy you won last year; it is a habit you demonstrate today. If we were fast in January, that guarantees nothing for November. Therefore, we have migrated our operational analytics to a golden rule: The 10-to-14-Day Rolling Average.

This time window is our "sweet spot." It is wide enough to eliminate the statistical noise of an isolated event, yet short enough to show us the current "fitness" of our operation. Just like in high-performance sports, we don't care how we played last season; we care about our performance in the last five games. That is the only truth that impacts our business partners.

Visual Management: The Democratization of Data

For this philosophy to work, information cannot be held hostage in managers' laptops. It has to live on the floor, at the dock, where the action happens.

We have implemented Visual Management Boards in our centers in Guadalajara, Huehuetoca, and across our Distribution network. These are not decorations; they are the nervous system of our daily operation.

Inspired by methodologies from companies like Amazon or FedEx that prioritize immediate visibility, our boards display:

1. The Critical KPI: (Loading times, unloading times, inventory accuracy, app usage).

2. The Real Average (10 days): The naked truth.

3. The Action Traffic Light:

   • Green: We are improving compared to the previous period.

   • Red: We have regressed.

Here lies a key cultural difference at Silodisa: Red is not for punishment; it is for action. A red indicator is a distress signal from the process requiring immediate attention, not an excuse to find culprits. This transparency generates healthy competition between shifts and aligns the entire team—from the forklift operator to the director—under a single vision of success.

From Complaint to Science: Quantifiable Quality Circles

Having data is useless if it doesn't generate improvement. To close the loop, we use weekly Quality Circles, a practice inherited from Toyota's Kaizen system, but with a twist focused on mathematical precision.

In many companies, operational meetings turn into wish lists or vague complaints ("we need to try harder," "we need to be faster"). At Silodisa, we have professionalized the improvement proposal.

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Every idea that comes from our teams must pass the number test: How much?

• We don't say: "We are going to improve loading."

• We say: "Modifying step 3 of the process will reduce 30 seconds per pallet, improving total time by 12%."

Studies by MIT and McKinsey have consistently shown that companies where operational employees understand their KPIs and propose quantifiable improvements outperform their competition by up to 3.5 times in productivity. By empowering our people with data, we turn every collaborator into a process engineer.

The Real Impact: Why This Matters to You

You might ask: "Why should I care how Silodisa manages its internal whiteboards?"

The answer is simple: Certainty.

Our obsession with measuring the last 10 days and quantifying every second of improvement translates directly into the health of your supply chain.

• In Warehousing: It means inventory with surgical accuracy, reducing your stockouts or overstocks.

• In Distribution: It means predictable deliveries, impeccable documentation, and operators who use technology to provide visibility, not just to tick a box.

This methodology is the embodiment of our three corporate pillars:

1. Best Processes: That eliminate improvisation.

2. Best Technology: That allows us to measure reality in real-time.

3. Best Work Environment: Where transparency drives professional growth.

Conclusion

In a market saturated with logistics promises, the difference between a provider and a strategic partner lies in the ability to demonstrate consistent results, day after day.

At Silodisa, we don't live on history; we build daily success through precise measurement and continuous improvement. Because we understand that to take your business to the next level, you don't need a provider who tells you how well they did yesterday, but one who demonstrates with data that they are excelling today.

Is your logistics operation ready for real-time measurement? Discover how our warehousing and distribution solutions can give you the visibility your business demands.