u/DefinitionBoss26

Something I keep noticing in logistics operations is how often a process looks completely fine in planning spreadsheets or software until it starts happening in the real world.

Routes look optimized, ETAs seem realistic, inventory appears available, dock schedules make sense and staffing seems balanced.

Then operations start.

One delayed truck affects unload timing. A driver changes stop order because of local traffic. Inventory is technically “in stock” but not actually where the system says it is. One warehouse delay suddenly affects fulfillment downstream.

What surprised me most is how much logistics performance seems to depend on human adjustments around the original plan.

A lot of experienced operators seem to quietly develop their own workarounds because reality rarely behaves like the planned process.

Curious what others here have seen.

What operational issue looked manageable in planning but became much harder once it hit real-world execution?

We are talking a lot internally lately about excess inventory, particularly products that stop moving and slowly become obsolete or non sellable.

At first it does not appear to be a big problem but over time it turns into storage costs, write-offs, disposal problems, reporting work and operational clean-up.

I wonder what other teams usually do here.

Do you have a set threshold or process for aging inventory or is it mostly once it becomes an apparent problem?