The transition from plastic packaging to renewable materials, a growing population and increased e-commerce, have resulted in a greater need for paper packaging. Furthermore, increasingly stringent regulations for shelf-ready packaging and food safety mean that the market, for fresh fiber-based packaging that are chemical free and have good strength and printability, is expanding. Given these trends, SCA decided in 2019 to expand the paper mill in Obbola, to be able to meet the rising demand. The planned expansion will see SCA Obbola go from operating Europe’s largest Kraftliner machine, to the world’s largest Kraftliner machine. With the new paper machine going into service, there will be an increased pressure on internal transports of products from the Obbola factory to the terminal in Holmsund, where they are stored in preparation for the onward journey to deliver them to customers. These internal transports work according to two set goals. On the one hand, it is desirable to achieve a high degree of filling in the trucks to reduce transport costs. On the other hand, one wants to avoid the trucks traveling long distances in the terminal, again in order to minimize costs. However, the current storage system is set up to optimize the terminal’s bearing surfaces rather than the resulting mileage for the trucks. SCA Logistics therefore saw a need for investigating how internal transports could be optimized, with the aim of minimizing total costs. This was the starting point of this project, which was carried out in five phases. First, a feasibility study was conducted, where the focus was on gathering information about the intended problem area. Secondly, the warehouse logistics at SCA Logistics Umeå, the terminal operated by SCA Logistics in Holmsund, were investigated by means of a thorough data analysis. In a third phase, a model was created to simulate future paper production at SCA Obbola. In a fourth phase, it was possible to simulate the flow of internal transports and design tests to investigate the outcome of different strategies. The final phase of the project included continuous verification and validation of first four phases. The results confirm the company management’s fear, that a one-sided optimization of the degree of filling will lead to long and time-consuming driving segments for the trucks. It also demonstrates that all components of the flow must be considered, in order to minimize the total costs associated with internal transports. Accordingly, this report proposes a new strategy for internal transports, which take the entire flow into account.

Many companies do not prioritize warehouse logistics sufficiently in their core business, with the help of increased knowledge, more companies can reduce non-value-creating activities on their warehouse space. There is research and methods designed for standard warehouses that help reduce picking time and non-value-adding activities, however, there is not enough research regarding companies with limited warehouse space and how they can work towards continuous improvement. The purpose and contribution of the study is increasing knowledge of how companies with limited warehouse space can manage and time-efficient their warehouse space with the help of warehouse logistics. A qualitative case study has been performed with observations and an interview where picking time has been the main focus. The collection of the theoretical framework has been reviewed and revised through scientific articles and other literature to strengthen the empirical research. The research is delimited and focuses on limited storage areas. More specifically, the study has placed its emphasis on warehouse logistics and picking time. The study looked at a company's limited storage space and focused on a small part in a delivery, from arrival control to storage. In the empirical study, a case company has been studied and confirmed that warehouse logistics needs to be given better priority in companies with limited warehouse space. With the help of reduced time in warehouse routines, many companies can reduce non-value-creating activities. The purpose of the study and issues will contribute to future research and can be used as a basis. Future research will also help other companies in the same situation to eliminate non-value-adding activities and reduce picking time. / Många företag prioriterar inte lagerlogistik tillräckligt i sin kärnverksamhet, med hjälp av en ökad lagerlogistik-kunskap kan fler företag reducera icke-värdeskapande aktiviteter på lagerytan. Det exister forskning och metoder som är utformade för standardlager som hjälper till att reducera plocktid och icke-värdeskapande aktiviteter, däremot saknas det tillräcklig forskning gällande företag med begränsad lageryta och hur dom kan arbeta mot ständiga förbättringar när det kommer till lagerlogistik.  Studiens syfte och bidrag ligger i att öka kunskapen om hur företag med begränsad lageryta, med hjälp av lagerlogistik, kan hantera och tidseffektivisera sin lageryta. En kvalitativ fallstudie har utförts med observationer och mejlkommunikation där plocktid varit huvudfokus. Samling av det teoretiska ramverket har genom vetenskapliga artiklar och annan litteratur granskats och reviderats för att stärka den empiriska undersökningen. Forskningen avgränsas och fokuserar på begränsade lagerytor. Mer specifikt har studien lagt sin vikt på lagerlogistik och plocktid. Studien har tittat på ett fallföretags begränsade lageryta och på en liten del i en leverans, från ankomstkontroll till förvaringsförråd.  I den empiriska undersökningen har ett fallföretag studerats och bekräftat att lagerlogistik behöver prioriteras bättre hos företag med begränsad lageryta. Med hjälp av reducerad tid vid lagerrutiner kan många företag reducera icke-värdeskapande aktiviteter. Studiens syfte och frågeställningar kommer att bidra till framtida forskningar och kan användas som underlag. Framtida forskning kommer även bidra med att hjälpa andra företag i samma sits att eliminera icke-värdeskapande aktiviteter och reducera plocktid.