A distribution center (DC) is much more than a warehouse with racks and loading docks. It's a facility where every movement has consequences for productivity, cost per order, dispatch speed, and the ability to meet demand.
When the design doesn't match the operation, problems appear in different ways: unnecessary journeys, congestion in the aisles, merchandise that remains too long in receiving, trucks waiting to load, and areas that become saturated during peak periods.
In contrast, a well-designed distribution center facilitates the flow of goods, makes better use of space, and allows teams to work with less interference.
The key is to design from the logistics process to the building, and not the other way around.
What should the design of a distribution center (CEDIS) address?
The design of a distribution center must answer a series of operational questions:
- How many products and references will be handled?
- What volume of merchandise enters and leaves daily?
- How much inventory needs to be maintained?
- What percentage of orders are prepared by box, piece, pallet, or full load?
- What level of automation will be used?
- How many trucks need to be serviced during peak hours?
- What preparation and dispatch times does the company need?
- What changes are expected in the operation over the next few years?
The answers determine the configuration of the areas, the selection of equipment, the number of storage positions, and the relationship between the interior and exterior spaces.
Therefore, the design must begin with operational data and demand scenarios, not with a built area chosen in isolation.
The layout: organizing the flow before defining the building
The layout is the arrangement of areas and equipment within the facility. Its purpose is to facilitate the safe and efficient movement of goods, people, and equipment.
A proper layout avoids unnecessary crossings, reduces movement, and allows for quick identification of where each product is located within the process.
1. Receiving goods
The reception area is the point where products enter the distribution system.
This area may include unloading, inspection, counting, identification, labeling, and recording in the inventory system. Its size depends on the number of suppliers, the variability of deliveries, and the time the merchandise remains in the area before being moved to storage or order picking.
If the receiving area does not have sufficient capacity, trucks may accumulate on the loading docks and merchandise may occupy spaces intended for other activities.
The design must consider the expected volume, the differences between types of cargo, and the need to separate merchandise pending inspection, rejected products, or items that require special handling.
2. Storage
Storage should be designed according to the characteristics of the inventory and the operating strategy.
Not all products require the same solution. Turnover, weight, dimensions, fragility, and environmental conditions all influence the selection of racks, shelving, floor space, or automated systems.
It is also important to define how locations will be assigned and how order picking areas will be restocked.
A design that maximizes storage positions but makes it difficult to access high-demand products can end up increasing operating times.
Efficiency should be measured by the overall performance of the center, not just by the number of available positions.
3. Order Preparation
Order picking or preparation is usually one of the activities most sensitive to design.
Depending on the business, orders can be prepared by piece, box, pallet, or a combination of these methods. Each alternative requires a different organization of locations, routes, and consolidation areas.
When handling many SKUs with small orders, it may be beneficial to designate specific areas for high-turnover items. If full pallet movements predominate, the space and equipment requirements may differ.
The analysis should incorporate the number of lines per order, the frequency of replenishment, the cut-off times, and seasonal variations.
4. Consolidation and dispatch
Before shipping, products may need verification, packaging, labeling, consolidation, and assignment to a route.
These activities require clearly defined spaces to prevent finished goods from blocking aisles or interfering with the preparation of new orders.
The dispatch area must maintain a direct relationship with the loading docks and facilitate the identification of each load.
When consolidation is done far from the boarding points or without sufficient temporary capacity, the possibility of errors, additional movements and delays increases.
How to determine the number of platforms?
The number of platforms should not be defined solely by the size of the warehouse or by a reference from another distribution center.
To determine their size, it is advisable to analyze the volume of entries and exits, the hourly distribution of arrivals, the average service time, the type of vehicle, and the variability of the operation.
A center that receives suppliers throughout the day may have different needs than one that concentrates its shipments in a short window.
Variables for dimensioning platforms
Volume of movements. Loading and unloading operations must be estimated by shift, day, and season.
Attention time. It is necessary to consider how long each vehicle takes from its assignment until it completes the maneuver and releases the platform.
Peak demand. Capacity should be assessed against peak activity hours, not just daily averages.
Type of load. Handling full pallets, loose goods, or special products may require different procedures.
Separation of flows. Depending on the process, it may be advisable to differentiate reception and dispatch areas to reduce interference.
Security. The loading docks need access, equipment and procedures compatible with the vehicles and goods being handled.
The result should be reviewed using operational scenarios. If the sizing is based solely on an average workday, it may fall short during peak demand periods.
The maneuvering yard: a critical part of the distribution center
The yards allow vehicles to enter, circulate, position themselves and exit without interfering with internal operations.
Although they usually receive less attention than the warehouse, a poorly designed yard can limit the capacity of the entire distribution center.
Planning should consider the type and size of vehicles, their turning radii, the depth required for maneuvering, waiting areas, and traffic routes.
Access points from the external roadway, entry controls, areas for vehicle inspection, and coexistence between pedestrians, light vehicles, and heavy transport must also be reviewed.
Avoid bottlenecks on the outside
The design must consider what happens when several trucks arrive at the same time, when a unit is waiting for documentation, or when a vehicle needs to leave while others are maneuvering.
Waiting areas must prevent queues from blocking access, internal roads, or emergency zones.
The yard geometry must be validated using vehicles representative of the operation. A maneuver that is possible on a plan will not necessarily be comfortable or safe when executed under real-world conditions.
Stormwater drainage, paving, lighting, signage, and maintenance must also be considered.
Height, structure and floors: design according to the equipment
Clearance height can influence storage capacity, but it should be evaluated in conjunction with the type of system to be used.
Racks, forklifts, conveyors, and automated equipment have specific height, tolerance, and safety requirements. The layout must allow for their operation and maintenance.
In the case of floors, it is necessary to review the expected loads, the characteristics of the equipment wheels, the flatness and leveling conditions required by the storage solution, and the manufacturer's specifications.
Structural strength and soil conditions must be designed based on actual loads and engineering criteria, not through a generic specification.
A seemingly small decision, such as changing the type of material handling equipment, can have consequences for aisles, racks, floors, and the entire layout.
What role does automation play?
Automation can improve productivity, traceability, and consistency in certain processes. However, its suitability depends on order volume and variability, operating costs, and the expected service level.
Some operations may benefit from conveyors, sorters, automated storage systems, or assisted picking solutions. Others may achieve better results with conventional equipment and a more efficient layout.
Before incorporating technology, it is important to understand the process that you want to improve.
Automating an operation with poorly defined routes or unreliable inventory data does not guarantee improvement. In some cases, it only makes the existing problem more costly.
The engineering of the distribution center must consider from the beginning the needs for power supply, connectivity, control, maintenance, security and future modifications.
How to design for growth without disrupting operations
Demand changes. A company may incorporate new product lines, serve additional customers, modify its inventory strategy, or introduce value-added services.
Therefore, the design must identify which elements can be expanded and which could become constraints.
Some strategies include planning for additional storage areas, reserving space for future equipment, defining routes that allow for reorganizing the layout, and facilitating maintenance without blocking critical areas.
Flexibility doesn't mean building spaces without a defined use. It means identifying, based on reasonable scenarios, what changes are likely and how much they would cost to implement.
Common mistakes in the design of a distribution center
Measure only in square meters
The built area alone does not indicate operational capacity. Two facilities of the same size can have very different performance levels depending on their height, layout, equipment, and goods flow.
Underestimating peak operating times
Averages can mask temporary peak demand. The design should take into account peak hours and seasons.
Separating the design from the logistics process
If the building is defined before the operation is understood, unnecessary routes and insufficient areas are more likely to appear.
Forgetting maintenance needs
The equipment requires access, work zones, and safety procedures. If these are not taken into account, repairs may affect other activities.
Do not validate vehicle maneuvers
The dimensions of the yard, access points, and platforms must be checked with actual vehicles and movements.
Checklist for planning a distribution center
- Define current and projected volumes.
- Identify references, rotation, and handling units.
- Design the receiving, storage, and shipping flows.
- Select material handling equipment.
- Size picking and consolidation areas.
- Estimate movements per platform and peak hours.
- Validate yards, access points and heavy transport maneuvers.
- Define requirements for floors, structure, and height.
- Review electrical and connectivity needs.
- Plan for maintenance and possible expansions.
- Evaluate safety, signage, and pedestrian traffic.
Conclusion: The distribution center must be designed for the work it will perform.
An efficient distribution center is not defined solely by its size or the number of storage positions. Its performance depends on the relationship between processes, layout, equipment, loading docks, yards, and information systems.
Proper design from the start helps reduce unnecessary movements, make better use of the surface area, and prepare the installation to meet the company's needs.
At MARFA BTS, the development of a logistics facility starts with understanding how the operation works and converting those requirements into a coherent real estate and technical solution.
Does your company need to build a new distribution center or expand its logistics capacity? Contact MARFA BTS to define the facility requirements and assess how the building, operational areas, and infrastructure should be integrated.
Discover our solutions at builttosuit.mx.