1. Caterpillar Logistics Services, Inc. Cat Logistics
01/26/20
Maureen Healy
Miami DC

2. Overview Cat Logistics heritage Caterpillar culture
Cat Logistics overview
Cat Distribution Services
Manufacturing Logistics
Transportation
External Client Business
Miami DC Overview
Data Files
Review of Concepts

3. Cat Logistics Heritage

4. Logistics – Part of Caterpillar’s Heritage
Producing and supporting high-value, durable goods working in time-sensitive, critical environments around the world
Caterpillar manufactures more than 500 products to serve construction, mining, forestry and power generation applications
More than 170 manufacturing facilities and thousands of suppliers around the world
Distributes products in more than 190 countries
World-class logistics increases customer loyalty and improves shareholder value

5. The Differentiator
What sets Caterpillar apart? Superior customer service through 180 Dealers 1,890 Dealer branch stores 1,467 Dealer rental outlets
Enabled by… world class parts distribution Cat Logistics distributes more than 750,000 unique Caterpillar part numbers, with worldwide parts availability of 99.7%
Caterpillar’s ability to get the right part in the right place at the right time separates us from the competition
With Cat products in use all around the world, without Cat Logistics, Caterpillar would not be able to deliver on its promise – make customer’s progress possible. When you buy yellow iron, you get the entire company and Cat product support behind it.
One of the oldest parts in the Caterpillar parts network is spacer - a cylinder 1 inch in diameter, approx 1 inch long. It is for a series 50 tractor originally introduced in A number of these tractors are operating around the world and we still sell 37 spacers a year, so keep them in the stock.
Cat parts inventory in every facility is stratified by the level of demand - fast movers, medium movers, slow movers – with fast movers readily accessible (physically close) for storing and picking.
Not every part is stocked everywhere in our system (we have 20+ different nodes in the Cat parts network), and it would not be efficient to stock slow movers in every node. Instead, they are stocked in one or few places around the world. The visibility of our very integrated & global system will allow us to retrieve a part when & where needed.
The dealers all around the world share our passion, enhance our competitive edge and ensure our customers in practically every country get maximum business value from our products and services. Virtually all of our dealerships are independently run, locally owned businesses. This is why so many dealers have strong relationships with their customers, many spanning two generations or more.
Caterpillar parts support to dealers and customers is available 24 / 7 / 365

6. Caterpillar Culture

7. Our Values in Action
Documents high ethical standards our company has upheld for more than 80 years
First published in 1974
Global company with global standards and expectations
Living Our Values in Action is an individual choice
Of course, the driving force behind our success is our people. They are passionate about their work, talented and committed to excellence, and their work is driven by Our Values in Action – Integrity, Excellence, Teamwork and Commitment. Our values define our culture and will drive our success in the future. You can see our values in action throughout our work environments, all of which are committed to embracing diversity, encouraging teamwork and sparking imagination. Team Caterpillar does not end with our own employees, but it extends to our world-wide dealer network. These people share our passion, enhance our competitive edge and ensure that customers in practically every country get a maximum business value from our products and services.
Caterpillar people come from many places. Our backgrounds and experiences are different. So are the businesses we work for within Caterpillar—each with its own unique culture and character. And we are clearly a better company because of this diversity. But what brings us together?
The Code of Conduct is the most important document we produce at Caterpillar. Its purpose is not to provide a set of rules that covers every situation or challenge we may face, but to serve as a daily guide for putting our values in action. It explains what integrity, excellence, teamwork, and commitment mean to us and how we use these values to make sound, ethical decisions in the best interests of all Caterpillar stakeholders.
Integrity – Integrity is the foundation of all we do. – It is a constant. Those with whom we work, live and serve can rely on us. We align our actions with our words and deliver what we promise. We build and strengthen our reputation through trust. We do not improperly influence others or let them improperly influence us. We are respectful and behave in an open and honest manner. In short, the reputation of the enterprise reflects the ethical performance of the people who work here.
Excellence – We set and achieve ambitious goals. – The quality of our products and services reflects the power and heritage of Caterpillar -- the pride we take in what we do and what we make possible. We are passionate about people, process, product, and service excellence. We are determined to serve our customers through innovation, continuous improvement, an intense focus on customer needs, and a dedication to meet those needs with a sense of urgency. For us, Excellence is not only a value; it is a discipline and a means for making the world a better place.
Teamwork – We help each other succeed. – We are a team, sharing our unique talents to help those with whom we work, live and serve. The diverse thinking and decision making of our people strengthens our team. We respect and value people with different opinions, experiences and backgrounds. We strive to understand the big picture, then do our part. We know that by working together, we can produce better results than any of us can achieve alone.
Commitment – We embrace our responsibilities. – Individually and collectively we make meaningful commitments – first to each other, and then to those with whom we work, live and serve. We understand and focus on the needs of our customers. We are global citizens and responsible members of our communities who are dedicated to safety, care for our environment, and manage our business ethically. We know it is both our duty and our honor to carry the Caterpillar heritage forward.
Each of us who becomes aware of a circumstance or action that violates, or appears to violate, the Code of Conduct, enterprise policy or applicable law, should contact his or her supervisor or local management as soon as possible. Each of us has a further personal right and responsibility to report any circumstance or action that violates, or appears to violate, the Code of Conduct, enterprise policy or applicable law. We must use these reporting rights responsibly and must report issues only where we reasonably believe there has been a violation, and not where the report is intended to be harassing, is based on personal opinion only, or is otherwise trivial. If you are not able to get an answer to a question, or resolve an issue, under the Code of Conduct by working with your supervisor or local management, you can contact the Office of Business Practices.
More info available on

8. Our Values in Action and Leadership
Through living Our Values in Action, Caterpillar Production System (CPS) will be an enabler for Caterpillar to achieve its Vision 2020 and business strategy
Leadership imperatives
Leaders building leaders
Making great leaders
Employee Opinion Survey (EOS) and action planning
with values
LEAD
customer focus
BUILD
high expectations
SET
results
DELIVER
inspire and engage
DEVELOP
With Vision 2020, Caterpillar has provided clarity to the future state of our business. It outlines that three of our top priorities as a company are Safety, Quality, and Velocity. The Caterpillar Production System was created to reinforce these priorities. It will help Team Caterpillar set the “gold standard” for our industry as we produce the highest quality products, as efficiently and as safely as possible.
Achieving our strategic goal of market leadership — #1 for every product group, on every continent — will require significant, sustainable changes in our processes, management, and our culture.
(Jim Owens)
Our Values in action are not about the organization, its about the people that make up the organization.
Growth comes not only from emerging markets, but also by investing in R&D as well as from creating the most efficient internal processes. With the help of 6 Sigma Caterpillar has been able to leverage the power of our entire value chain to achieve superior customer satisfaction and continued industry leadership. 6 Sigma has become part of Caterpillar's DNA. You will find it in everything we do – in developing new products, generating growth and managing costs. 6 Sigma is foundational to the Caterpillar Production System (CPS) – a process created to transform our manufacturing systems to be the best in safety and quality. It also reduces the time it takes for the customer to receive a Cat product after placing the order. The world is growing and CPS is radically improving our ability to profitably grow with it.
Integrity
Excellence
Teamwork
Commitment

9. CPS and Three Systems
The Caterpillar Production System is the common Order-to-Delivery process being implemented enterprise-wide to achieve our Safety, Quality and Velocity goals for 2010 and beyond
The Caterpillar Production System (CPS) encompasses three sub-systems essential to continuous improvement – the operating, cultural and management systems.
The operating system defines the physical layout of the facility, the movement of materials within and between facilities, and other tangible components of the value stream. The focus is eliminating waste associated with waiting, overproduction, rejects, unnecessary motion and other factors.
The cultural system is the human element of the value stream. The goal is to create an environment in which people freely share ideas that enhance the process.
This requires the management system, which is about coaching rather than directing, recognizing and rewarding continuous improvement, and communicating very clearly about what the customer expects and what’s required to meet those expectations.
In the past, these sub-systems have often functioned independently of each other. As we work smarter and eliminate waste, the sub-systems will overlap, ultimately uniting in one sustainable system – CPS.

10. CPS and Eight Wastes
The ultimate goal of CPS is the elimination of waste. Waste is any activity that consumes resources, but creates no value for the customer
Caterpillar’s goal is to be recognized as the industry’s “gold standard” in Safety, Quality and Velocity. To reach that goal and sustain our standing, we must eliminate waste in our processes from order to delivery.
Waste is any activity that consumes resources but creates no value for the customer. Accordingly, the ultimate goal of CPS is the elimination of eight types of waste.

11. Cat Logistics

12. Caterpillar’s Supply Chain
Supplier
Manufacturing
Distribution
Dealer / Retail
Consumer
Supply Chain is the flow of materials, information, and finances as they move in a process from the origin point to the end consumer
Logistics involves all of the planning, execution & control required to successfully deliver the product to the end consumer
The goal is to optimize this flow to achieve low cost and high customer service
It is critical to understand “supply chain” and “logistics” concepts.
In essence, this is Caterpillar’s supply chain where Cat Logistics performs inbound (parts flow from supplier into manufacturing facility) as well as outbound logistics (manufactured product going to dealers). For Caterpillar we manage both – parts and products – flows. For companies that have chosen to outsource some portions of their supply chains, Cat Logistics typically manages parts (in few instances small product) flow from supplier to the distribution / retail network.
At all points of the supply chain, Cat Logistics adds value to our customers by applying CPS principles – reducing waste, increasing velocity, etc.
The goal is to optimize the supply chain with the least amount of cost and the highest customer service.

13. Supply Chain Excellence
Cat Distribution Services
Manufacturing Logistics
PIRACICABA
JOHANNESBURG
MELBOURNE
SINGAPORE
GRIMBERGEN
MORTON
MOSCOW
SHANGHAI
Transportation
External Client Business
Three principal areas of Cat Logistics business:
Caterpillar support - Cat Distribution Services - Cat finished products and parts distribution network, 3300 employees
Caterpillar support - Manufacturing Logistics - Caterpillar’s and two external companies’ parts entering manufacturing facilities (inbound logistics) operations, 2600 employees
Caterpillar and external client support - Transportation facilitating ocean, rail and truck transportation of finished product and parts, 250 employees
External client business – providing logistics services to 60+ clients around the world, 4400 employees
Other – support functions e.g., facility planning, program management, 1550 employees
Cat Logistics provides logistics services, including distribution operations, transportation and inventory management, and information technology for Caterpillar’s worldwide Parts Distribution and Manufacturing facilities. In addition, we have an external client business providing logistics services to more than 60 different companies. The external client business is profitable and produces stable earnings and positive cash flow for the company, while providing a market-based test of the competitiveness of our logistics services.
Demand for our services has grown significantly during the robust economy of the past few years. Strong demand for Cat parts has resulted in a significant modernization effort for our global distribution system. While some of that work will be delayed given the current economic climate, we will continue having a very large and important distribution business to operate. Demand for transportation and manufacturing logistics support has also been strong, and we have several important projects to deliver on in those areas in 2009 and beyond. We operate more than 100 distribution centers with over 12,000 employees around the world. We are in the process of concluding a very successful year in 2008 due to the dedication, pride, and “Can Do” attitude of our entire Cat Logistics team.

14. Caterpillar Distribution Services
80+ year history of providing Caterpillar machine & engine owners efficient and effective global logistics support through Cat parts distribution network
22 facilities in 9 countries
Serving Cat dealers world wide
Modernized Cat Parts Network (MCPN):
Americas, EAME and AP
Multi-functional facilities
Located closer to dealers and suppliers
Service Parts Management (SPM) software / processes
Strategically placed inventory
24 x 7 x 365 operations
PIRACICABA
JOHANNESBURG
MELBOURNE
SINGAPORE
GRIMBERGEN
MORTON
MOSCOW
SHANGHAI
Implementation is underway for the multi-year to Modernize the Caterpillar Parts Network (MCPN):
Higher quality through efficient systems and common processes.
Increased capacity due to an increase in the amount of available space and an improvement in the utilization of the space.
Increased Velocity / Quicker Order-to-Delivery with additional geographically aligned entry points.
Overall Goal of increasing Service Fill to Dealers and Customers in order to fill orders complete when and where required.

15. Manufacturing Logistics
Parts entering manufacturing facilities (inbound logistics)
Inbound Logistics Centers (ILCs):
Only hand-weight items (<35lbs or <16kgs / part)
Warehousing, inventory management, sequencing, assembly processing, kitting and sub-assembly
2 ILCs supporting 130 facilities (Belgium and Illinois)
Logistics Service Centers (LSCs):
Consolidating demand, planning, ordering, staging & sequencing and storing
Quick (overnight) delivery to geographically proximal manufacturing plant(s) / Points of Use (POU)
19 LSCs supporting 21 manufacturing facilities
A well-defined “pull” system has been put in place to deliver materials to the manufacturing facilities. They involve several steps:
Inbound Logistics Center (ILC) – Hand weight items like nuts, bolts, washers, as well as miscellaneous items like product or parts packaging necessary for successful operation.
Logistics Service Centers (LSC) – Hand weight items as in ILCs as well as heavier items
Note: in some cases Suppliers may also deliver directly to LSCs; Suppliers and ILCs may deliver to Manufacturing plants, as in the case of large heavy units like engines
Manufacturing Plant
Suppliers
Logistics Service
Center (LSC)
Regional Inbound
Logistics Center (ILC)

16. Transportation
Transportation of finished products and parts across all modes – truck, rail, ocean and air
Caterpillar and external clients
One of the largest freight movers in the world:
Transportation spend managed – $1.8 billion
Carriers providing service – 600
Country to country lanes managed – 900
Track and trace tool enhancing visibility
Sustainable development strategy
Product Distribution Centers (PDCs):
Supporting Caterpillar’s finished goods multi-lane distribution strategy of product configuration simplification and increased availability
Strategically located PDCs (Australia, Belgium and UAE)
Product examples – wheel loaders, excavators, track- type tractors, wheel loaders and skid steers
Modeling, implementation and operations
Caterpillar is working to improve product availability to end customers while reducing dealer inventory through the Finished Goods Multi-Lane Distribution Strategy (Lane Strategy). The Lane Strategy will drive simplification in how Caterpillar distributes prime product to meet customer and market requirements. The Lane Strategy will allow customers to choose product from four distinct distribution “lanes:”
Lane 1 – very high levels of sustained service and very quick availability with limited configuration choices (“as is” with the lead time reduced to 10 days)
Lane 2 – medium levels of service and more configuration choices (fit to order, with work tools, buckets configuration options)
Lane 3 – longer wait times for the product but high levels of configurability (going back to the manufacturing plant)
Lane 4 – custom, engineered-to-order product with availability based on engineering design time plus procurement time (going back to the manufacturing plant with a special order)
Less complexity in the supply chain will lead to better quality Cat products. This will be achieved by grouping individual product attachments into bundled offerings called packages. A few popular configurations of selected products will be held in inventory, owned by Caterpillar, at Product Distribution Centers (PDCs) strategically placed around the world to provide fast response for Lane 1. A few PDCs are currently open with others planned over the next few years. PDCs have flexible locations.
Quality and simplification initiatives as the packaging of attachments allows us to build more products the same, much like we experience in the auto industry.

17. The External Logistics Business

18. Leveraging our Core Competency
In 1987, Cat Logistics was formed as a wholly-owned subsidiary to offer logistics services to external clients
Providing logistics solutions to clients with needs similar to Caterpillar’s—time-sensitive, service-critical, unpredictable demand—leverages our capabilities and represents a significant growth opportunity
Today, Cat Logistics is one of the fastest growing divisions within Caterpillar
15% CAGR 2002 – 2008
3X growth projected from 2000 – 2010
More than 80% of our growth is with current clients
Logistics knowledge gained by serving 60+ clients has allowed us to constantly improve the logistics solutions and competitive advantage for all our clients
CAGR = Compounded Annual Growth Rate = the year-over-year growth rate of Cat Logistics revenues over a specified period of time.
How did Cat Logistics come about?
Caterpillar Inc. has been doing logistics (managing it’s parts and products flow through the supply chain) for over 80 years. With time logistics has become one of Caterpillar’s core competencies. Due to the company’s strong reputation of getting the right part at the right place at the right time, in the mid 80s Land Rover approached Caterpillar to do a benchmarking study. What Land Rover found out was – they couldn’t do it better than Caterpillar. This is when external logistics business started with Land Rover becoming our first external customer. To make that possible, Caterpillar Logistics Services, Inc, a wholly owned subsidiary of Caterpillar, was established in 1987 and many other external logistics agreements followed.

19. Significant Growth & Long Term Relationships
A U T O M O T I V E
I N D U S T R I A L
This slide represents a sample of our 60+ clients, which come from five diverse industries operating all around the world.
Our first client, Land Rover, as well as Emerson, for instance, has been with us for more than 20 years. The fact that 80% of new business comes from existing clients speaks to the longevity of the relationships between Cat Logistics and our customers. On average, it takes about 1.5 years to sign a Logistics Services Agreement (LSA) and years to build trust. These companies in essence have given us control over their supply chain. If Cat Logistics fails to successfully deliver the right part at the right place at the right time, it will have an adverse impact on our client’s business.
Synergies:
Annual cost savings applying external logistics practices to the internal businesses
External Logistics enabled Ford-SAP-Cat alliance to develop SPM … at ¼ of the total cost
Capabilities being built within Transportation, Manufacturing Logistics, and SPM will enable future growth
MAINTENANCE, REPAIR & OPERATIONS (MRO)
(Mining, Oil & Gas)
O T H E R S E R V I C E P A R T S
(Aerospace & Defense, Technology, and Consumer Durables)

20. Provide Our Competitive Advantage
80 years of global product support heritage
Globally integrated aftermarket approach with sound, proven business practices
Empathy – we live what our customers live
We are the only major 3PL that has origins in manufacturing and prime product support
Solution leader =
Co-developer of state-of-the-art flexible supply chain IT system built by market-leader SAP
Talented people and proven processes
Subject matter expertise and years of experience in the many facets of supply chain management
Service
Parts
Management
Cat Logistics plays a very critical role in upholding the Caterpillar brand. We have done logistics for Caterpillar Inc for more than 80 years.
You buy Cat, you get the Company – that’s the kind of reputation we have in the marketplace.
We are a customer of Caterpillar and can relate to the needs and wants of our own customers.
There is a huge untapped market out there – Cat Logistics has enormous growth potential. Cat Logistics is a solution leader in that it co-developed a state of the art supply chain IT system partnering with Ford Motor Company and market leader SAP.

21. Cat Logistics Global Network
World-wide Cat Logistics locations supporting Caterpillar as well as other external customers.

22. Cat Logistics Today Europe, Africa, Middle East & CIS Americas
6 Continents 23 Countries
20 Languages 130 Facilities & Offices
Shipping to 190+ Countries
12,000+ Employees
29M+ Sq. Ft.
160M+ Orders/Yr
21B lbs. Of Freight/Yr
$1.8B Transportation Purchased/Yr
18M SKU’s Serviced/Yr
Asia-Pacific 76
7,000
Locations
Employees
Cat Logistics in numbers:
12,000 employees: (1) ~12% of Caterpillar Inc. workforce, the largest division in Caterpillar, (2) 62% with less than 5 years of experience, (3) 25% Agency employees, (4) Average age 38 years, (5) 44% are under 34, (6) 26% have less than 1 year, and 62% have less than 5 years of service
29M+ sq. ft.: 210 AT&T Baseball Parks in San Francisco or 540 football (European) fields
16B lbs freight / year: 24,600 Fully loaded Boeing 747’s
20M Stock Keeping Units (SKUs): 2,000 times average Home Depot store (the world's largest home improvement specialty retailer with stores in all 50 states, the District of Columbia, Puerto Rico, U.S. Virgin Islands, 10 Canadian provinces, Mexico and China)
Number of facilities includes:
Americas = 18 CDS, 43 external client, 14 MLS, 1 office
EAME = 7 CDS, 29 external client, 6 MLS
AP = 4 CDS, 8 external client, 0 MLS
Legend: CDS = Caterpillar Distribution Services (Cat), MLS = Manufacturing Logistics Services (Cat)
Source – Logistics Development FIC database 12
800
Locations
Employees 42
4,600
Locations
Employees

23. Miami DC Overview
Miami Lakes, Florida

24. Miami DC History The first Miami area facility opened in 1956
The current Miami Lakes facility opened in 1976
Facility expanded (C1) in 1997
Facility expanded (C2) in 2002
Yard Expansion Completed in 2007
Opened Off-Site facility in 2008 (17,000 sq. ft)
C2 Building 2002
Yard Expansion
(Not Shown)
2007
C1 Building 1997
C Building 1976

25. Miami DC Overview Facility Overview Volume Overview Customers
441,000 sq. ft. under roof, 44,000 sq ft. yard, 17,000 sq. ft. under roof off-site
229,000 stocked parts / 264,000 locations
230+ employees, 3 shift operation (M-F) + Weekend Shift
Volume Overview
12,000 Outbound lines/day
65% stock orders processed on 3rd and 1st shift
35% emergency orders processed on 1st and 2nd shift
3,000-3,500 inbound lines/day
500 cross dock cases/day
Customers
Facing facility for 1 Florida Dealer and export to over 33 other dealers
Secondary facility in search tables for other dealers
Ship to over 1,200 Destinations
55% of outbound is shipped in Ocean containers to facing dealers
43% of outbound is air or LTL to facing dealers
2% of outbound is shipped to non facing dealers
There are three main areas of focus for Cat Logistics in order to achieve the corporate strategy Vision 2010 (Caterpillar to achieve $60B in revenue) and We are focused on the future with positive growth while controlling our costs and improving the value and quality to our customers.
Cat Logistics has already had a lot of success in new industries (mining, oil and gas with companies like Newmont and Mosaic), developing new service offerings (maintenance, repairs and operations) and focusing on governance and execution processes (Logistics New Process Introduction as each facility approaches and goes through the start-up).
Caterpillar strategy – rolled out enterprise wide in Every business unit developed their own strategy in alignment with the corporate. Over the years Caterpillar’s and Cat Logistics’ strategy has only had minor tweaks keeping the direction constant.
To wrap up we’ve talked about Caterpillar and Cat Logistics – the history and heritage. We talked about the global logistics industry and our strategy for acting on the opportunities presented. Questions?
From external perspective:
Global supply chain competence
World-class logistics performance
Process improvement / CPS / 6 Sigma focus
Business integrity and financial strength
Client relationships make progress possible

26. Problem Statement Current Utilization by Concept
Need to develop 5 year space solution for facility with implementable plan to achieve 85% maximum utilization. Plan for 5,000 additional parts to store each year across all concepts.
In scope: Improved use of current concepts, new storage concepts, off-site
Out of scope: Facility expansion, Yard
TYPE
FULL
EMPTY
TOTAL
PCNT_FULL
CTL
2068 54
2122
97.46%
ELG
12780
1002
13782
92.73%
FLR
1778
118
1896
93.78%
GLS
610 12
622
98.07%
GSK
2265 17
2282
99.26%
HRK
1607 2
1609
99.88%
HVR
10734
434
11168
96.11%
MZB
191549
21599
213148
89.87%
RCK
11508
2268
13776
83.54%
YRD
4102
364
4466
91.85%

27. Facility Layout

28. Facility Process Areas
Inbound Material Flow (Red)
Maint.
Inbound / Inbound Sort
Office
Staging Bays
Pack Lanes
Loading Docks
Outbound Material Flow (Blue)

29. Facility Storage Areas
YRD
ELG
ELG/GLS
FLR
FLR
CTL
HRK
HRK
RCK
RCK
MZB
FLR
FLR
YRD
RCK
FLR

30. Data Files Item Master (Parts Stocked in Miami) Part Number
Recommended Storage Quantity (RSQ)
Min
Max
Pieces per entry
Forecast annual demand
Forecast annual entries (lines)
Package Quantity
Weight
Length
Width
Height
Bin Map
Location
Part # (if occupied)
Country of Origin
Location Storage Quantity (LSQ)
Facility Stock Available (FSA)
“Concept type (CAT term for “slot”)
Concept size (slot size)
Concept sector
Sales History
Part Number
Country of Origin
MR Qty
Customer Code
Pack With ID
Order Class
Weight
Volume
Required Completion Date
Picks (Impact of package quantities)

31. MZB (Mezzanine/Bins) Full quantity in one location Parts under 30 lbs
Hand picked onto carts

32. RCK Parts may have multiple locations Parts under 50 lbs
Hand picked using order picker

33. CTL (Cantilever) Crated and uncrated parts Heavy parts
Parts may have multiple locations
Machine picked with reach truck

34. ELG (Elongated) Elongated parts
Hand picked using order picker Difficult to store and pick
Slower moving parts

35. FLR (Floor) Large Crates, Filters, and Rollers
Primarily picked with reach truck or hoist
Mix of commodities

36. GLS (Glass) Fragile items Stored vertically 80% Hand picked
20% Palletized picked with reach truck

37. GSK (Gasket) Long narrow commodity Hand Picked with order picker
Fragile items

38. HRK (Heavy Rack)
Machine picked with reach truck
Mixed commodities

39. YRD
Weather Resistant Items
Most items >50lbs

40. QUESTIONS?