Whether an importer coordinating a container shipment from Shanghai or an exporter arranging an express airfreight shipment to Miami, both share a common requirement: that the goods move smoothly, at the optimum cost and with full visibility at every stage.
This aspiration, to turn every part of the chain into a fine gear, is the playing field of the Lean Logistics methodology.
At Across Logistics Lean is not a project with a closing date, but rather the common thread that links our maritime, air and ground services. Applying its principles allows us to detect dead minutes, zig-zag routes or duplicated procedures and transform them into savings, speed and reliability for our customers.
This guide unpacks the fundamentals of Lean Logistics and shows how any supply chain can move from supporting waste to competing with surgical efficiency and continuous improvement.
What is Lean Logistics and where does it come from?
Lean Logistics is the application of Lean principles to the supply chain to identify and eliminate non-value adding activities, reduce costs and accelerate the flow of goods.
The root of this philosophy lies in the Toyota Production System (TPS) designed by Taiichi Ohno to “do more with less” in a Japan with scarce resources after World War II.
Beginning in the 1990s, researchers such as Womack and Jones demonstrated that these same ideas could be transferred beyond the factory to transportation, warehousing and distribution.
Thus was born the Lean Logistics concept, whose objective is to synchronize each link in the supply chain so that products flow without interruptions, unnecessary inventories or waiting times.
The key difference compared to traditional logistics is the shift from a push system (produced and moved “just in case”) to a pull system, where actual customer demand triggers replenishment using tools such as Kanban or Milk Run. This allows for shorter order cycles, less tied-up capital and an agile response to market changes.
For Across Logistics, incorporating Lean means aligning its multimodal processes – sea, air and land – with continuous flow metrics and continuous improvement: from cross-docking in its warehouses to the integration of its WMS with alerts that prevent errors before they reach the customer. This Lean foundation ensures that every international shipment goes out “first time” and without waste, reinforcing the promise of agility and reliability that defines Across.
The 5 fundamental principles of Lean Logistics
The Lean methodology applied to logistics is based on five fundamental principles that make it possible to build more efficient supply chains, aimed at generating real value for the customer and eliminating everything that does not add value.
These principles are the basis of any logistics transformation focused on continuous improvement:
1. Define value from the customer’s perspective.
The first step is to identify what the customer means by “value”. In logistics, this usually means on-time deliveries, traceability documentation, service flexibility and cost reduction.
Anything that does not directly contribute to meeting those expectations is considered waste.
2. Mapping the value stream
Once the value has been defined, it is necessary to visually represent how the product and information flows along the logistics chain.
Tools such as Value Stream Mapping (VSM) allow the detection of redundant activities, bottlenecks or unnecessary processes.
This analysis is the basis for making informed decisions on what to improve and in what order.
3. Create a continuous flow
The goal is to move products and information without interruptions, delays or backlogs. To achieve this, processes are reorganized, warehouse layouts are optimized, unnecessary steps are eliminated and tasks are standardized.
A continuous flow reduces delivery times, improves quality and increases the overall efficiency of the logistics system.
4. Establish a pull system based on real demand
Instead of producing or moving goods“just in case,” the pull system is activated only when there is a real need. This helps to keep inventory levels low, reduce tied-up capital and better adapt to changes in demand.
In logistics operators such as Across Logistics, this principle is applied through technological integrations that connect the customer’s management system with its logistics network, activating replenishments only when necessary.
5. Strive for perfection through continuous improvement
Lean is not understood as a project with an end in mind, but as a culture of constant improvement. This implies measuring results, correcting deviations, standardizing improvements and starting over.
Companies with a consolidated Lean approach promote participative dynamics, such as KPI review meetings, gemba walks or operational suggestions, to identify improvement opportunities at all levels.
The 8 sources of logistical waste (D-O-W-W-N-T-I-M-E)
In Lean Logistics, optimizing a supply chain starts with identifying what needs to be eliminated. Waste is an activity that consumes resources without providing value to the customer.
To classify them, the DOWNTIME model (acronym in English) groups the eight most common forms of inefficiency in logistics and operational processes:
1. Defects
Errors in labeling, documentation or damaged goods lead to claims, rework and additional costs. To avoid this, operators implement management systems (WMS) that improve stock control and stock control and reduce human error.
2. Overproduction
Transporting or storing product without real demand ties up capital and space. Pull approaches, such as using real-time data, allow moving only what is needed.
3. Waiting times
Delays at docks, customs or duplicate paperwork impact delivery time. Having AEO certification, as is the case with Across Logistics, facilitates customs processes and reduces inspections.
4. Non-utilized Talent
Ignoring the ideas of the operational team blocks continuous improvement. Lean methodologies encourage the participation of everyone in detecting improvement opportunities.
5. Transportation
Poorly planned routes or half-empty vehicles increase costs and CO₂ emissions. Consolidation of loads and planned routes reduces this type of waste.
6. Inventory
Carrying more stock than necessary means storage costs and risk of obsolescence. An efficient WMS allows real-time visibility and inventory adjustment.
7. Motion
Excessive internal displacements slow down the picking process picking and increase costs. Reorganizing layouts and using techniques such as 5S help minimize these trips.
8. Excess Processing
Duplicating administrative tasks, such as reprinting labels or manually entering data, creates inefficiencies. Integration between WMS and ERP eliminates duplication and streamlines processes.
Key benefits for importers and exporters
Applying Lean principles to logistics goes beyond internal improvement: it has a direct impact on profitability, operational agility and supply chain sustainability. This is how a logistics operator committed to this approach can make a difference:
Reduction of logistics costs 💰
Eliminating inefficiencies such as unnecessary movements or overstocking can optimize logistics operating costs by up to 15-30%, freeing up margin to improve prices or invest in growth.
Shorter delivery times ⏱️
By applying Lean techniques such as cross-docking together with efficient customs processes (e.g. through AEO certification), it is possible to significantly reduce lead time. Although the specific cases depend on each logistics network, improvements are recorded in this area.
Less fixed capital 📦
A pull system based on real demand and inventory visibility frees up liquidity and reduces the risk of obsolete products without compromising service levels.
Lower operating error rate ✅
Process automation (scans, alerts, controls) reduces picking and picking failures, improving operational reliability. Many Lean operators direct their efforts in this direction.
Carbon footprint reduction 🌍
Consolidation of loads and optimization of routes minimizes kilometers traveled, reducing both costs and CO₂ emissions-in turn consistent with corporate sustainability trends.
Improvement of OTIF (On Time In Full) 📈
Across Logistics has certifications such as ISO 9001, IATA, GDP and AEO, which guarantee service quality, delivery reliability and compliance with international standards. A systematic Lean approach helps maintain high OTIF percentages.
Why does this matter to the shipper?
Optimized total costs: Logistics can account for 25-45% of operating costs; reducing them frees up valuable resources.
Greater agility in the face of demand: Lean systems make it possible to adapt to peaks without overstocking or resorting to additional storage solutions.
Fewer penalties and returns: minimizing errors in documentation or customs reduces penalties and improves the customer experience.
Sustainable competitive advantage: emission reduction efforts reinforce brand image and access to suppliers aligned with Net-Zero objectives.
In short, Lean Logistics is not just an internal philosophy: it is a strategic tool that Across Logistics puts at the service of its customers so that they can operate faster, at lower cost and with less environmental impact.
All of this is backed by a certified logistics ecosystem and a proprietary network of warehouses that allows us to execute this efficiency in every international shipment.
Steps to implement Lean Logistics in your company
Adopting a Lean approach in logistics does not require a radical transformation right away, but a progressive implementation based on data, controlled testing and continuous improvement.
The following are the essential steps to implement Lean Logistics in any supply chain:
1. Initial diagnosis: value chain mapping
The first step is to identify inefficiencies. This is achieved through Value Stream Mapping (VSM), which visually depicts all logistics processes from order receipt to final delivery.
The objective is to detect bottlenecks, waiting times, unnecessary movements and non-value-added activities.
This analysis makes it possible to establish a detailed “current state” and project an optimized “future state”, serving as a roadmap for prioritizing improvements with higher returns.
2. Implementation of quick wins and controlled pilots.
Before escalating changes, select a specific area for improvement, such as picking, route consolidation or returns management, where quick results are feasible.
Tools such as 5S, visual Kanban or layout reorganization are applied, measuring results in a short period of time (e.g. 60 or 90 days).
These small victories not only improve processes, but also generate internal trust and facilitate the acceptance of the Lean model in other departments.
3. Team training and culture of continuous improvement
Lean transformation is only sustainable if it is accompanied by a cultural change. It is essential to train teams in methodologies such as Kaizen, Just-In-Time (JIT) and structured problem solving.
This is in addition to active participation through gemba walks, indicator review sessions and open spaces for proposing improvements.
This participatory approach makes the operational staff a constant source of practical innovation.
4. Digitization and real-time visibility
Technological tools are a key enabler of the Lean model. Systems such as WMS (Warehouse Management System), TMS (Transport Management System), EDI integrations, IoT sensors or real-time dashboards allow to monitor logistics flows continuously and make proactive decisions in case of any deviation.
These technologies also make it possible to automate repetitive processes and avoid errors resulting from manual processing.
5. Continuous improvement with the PDCA cycle
Lean is not a project with a closing date, but a living system based on the Plan-Do-Check-Act (PDCA) cycle. Once improvements are implemented, it is necessary to establish key indicators (lead time, errors per order, CO₂ issued per ton, among others), review them periodically and adjust processes based on the results.
Once an optimized flow has been stabilized, it is documented as a standard to be replicated in other locations, routes or service lines.
Lean tools applied to logistics
The Lean philosophy is not just a matter of abstract principles: it is translated into concrete tools that make it possible to systematically detect and eliminate inefficiencies in day-to-day logistics operations. The following are some of the most commonly used in transport, warehouse and distribution operations:
Value Stream Mapping (VSM): visualize the complete flow
VSM is a diagnostic tool that maps the entire value stream, from order receipt to final delivery. By visualizing lead times, movements, processes and associated information, it helps to detect bottlenecks, redundancies or structural inefficiencies.
At advanced logistics operators operators, this analysis is used both in initial diagnostic phases and to evaluate improvements after a Lean implementation.
Logistics Kanban: on-demand replenishment
The Kanban system allows stock replenishment to be triggered only when inventory falls below a predetermined level. It can be implemented using physical cards or electronic signals, and is designed to reduce excess inventory and prevent overproduction.
In digital environments, this principle is integrated into ERP and WMS systems, automatically triggering replenishment orders based on actual consumption levels.
Milk Run: optimized logistics routes
Milk Run is a distribution or picking technique that consolidates multiple stops on a planned circular route. Instead of direct shipments with partial loads, orders from several points are grouped on the same efficient route, reducing miles traveled and improving vehicle occupancy.
This model is especially useful in export operations or regular distribution to recurring customers.
5S: order and standardization in the warehouse
The 5S methodology (Seiri, Seiton, Seiso, Seiketsu, Shitsuke) focuses on maintaining clean, organized and standardized work spaces. In logistics, its application allows speeding up picking, reducing errors and improving safety in warehouses.
Redesigning loading zones, marking locations and regular cleaning are common practices within this tool.
Across Logistics: Lean efficiency applied to integrated logistics
At Across Logistics we are an international logistics operator that combines multimodal coverage, proprietary infrastructure and an efficiency-oriented approach to offer solutions tailored to the specific needs of each customer.
Multimodal logistics coverage 🚢✈️🚛
We operate with integrated sea, air and land transportation services, which allows us to adjust the balance between cost, transit time and sustainability.
From full truckload (FCL) or consolidated (LCL) to project cargo and IATA-certified express shipments, we offer coordinated global supply chain management.
Strategic hub network 🏬
We have our own platforms in Barcelona, Madrid and Valencia, which function as key logistics hubs within our international network. These facilities allow us to carry out warehousing, handling and distribution operations, with the capacity to adapt to different logistics models such as cross-docking or cargo consolidation.
Real-time traceability and control 📡
We use advanced technological solutions such as WMS (Warehouse Management System) and TMS (Transportation Management System) that allow us to have an exhaustive control of shipments.
We offer 24/7 visibility, order traceability, integration with ERP systems and e-commerce platforms as well as access to key performance indicators (KPIs).
Commitment to continuous improvement 🔁
Our corporate culture is based on continuous improvement. We constantly analyze our processes, monitor indicators and actively seek opportunities to optimize our customers’ value chain.
International certifications ✅
We are accredited with certifications such as AEO (Authorized Economic Operator), ISO 9001, IATA and GDP. These certifications ensure not only compliance with international standards, but also operational safety, customs compliance and proper handling of sensitive goods, such as pharmaceuticals.
