What Does “Do What Must Be Done” Mean in Logistics?
In logistics, this principle means prioritizing actions that are necessary for system stability and customer service, even when they are uncomfortable, unpopular, or resource-intensive. It emphasizes responsibility over convenience.
Logistics decisions should serve the system, not individual preferences or temporary ease.
Capability vs. Necessity in Warehouse Decisions
Many warehouse problems arise when teams focus on what they can do instead of what they must do:
- keeping inefficient layouts because they already exist
- postponing data cleanup because systems still function
- avoiding process changes to prevent short-term disruption
- tolerating workarounds instead of fixing root causes
Capability creates comfort. Necessity creates structure.
Practical Examples in Warehouse Operations
This principle applies daily in warehouse environments:
- redesigning layout to reduce travel, even if it disrupts routines
- separating picking and replenishment, even when staffing is tight
- standardizing product data, even when legacy files exist
- stopping emergency handling instead of normalizing it
- enforcing zoning rules, even under time pressure
Doing what must be done prevents long-term operational erosion.
Example
If a shipment requires double-checking, the team must perform it even under time pressure.
Skipping controls may save seconds but risks costly errors.
How to Apply
- Define non-negotiable tasks.
- Train employees to understand the “musts.”
- Build a culture of responsibility, not shortcuts.
Conclusion: Excellence is achieved when the team does what is required, not just what is convenient.
A Simple Decision Framework
When faced with a warehouse decision, ask:
- Does this action improve system stability?
- Does it reduce future errors or waste?
- Does it support flow, accuracy, or service level?
- Is it aligned with long-term logistics logic, not short-term comfort?
If the answer is yes, it must be done — regardless of inconvenience.
FAQ – Decision-Making in Logistics
Why is this principle important in logistics?
Because logistics systems degrade slowly when difficult decisions are avoided.
Is this about working harder?
No. It is about working responsibly and structurally.
Can small warehouses apply this principle?
Yes. Small operations benefit the most from disciplined decisions.
Does this relate to LEAN thinking?
Yes. LEAN requires choosing long-term value over short-term convenience.
Who should apply this principle?
Managers, supervisors, consultants, and anyone responsible for logistics decisions.