Labour is one of the biggest costs, and one of the biggest variables, in almost any warehouse operation. Effective warehouse labour planning can significantly help in optimising these costs.
But for many teams, it’s also one of the hardest things to plan well.
Even in slick operations, labour planning often relies on a patchwork of spreadsheets, a couple of wise heads, and an ability to handle constant pressure as things change – which they do and fast.
It feels like we’ve grown used to the strain.
It’s not that people don’t care. Most teams are working flat out just to keep things moving, which leaves them little time to step back and rethink how planning could be better.
Sound familiar?
Common Challenges in Warehouse Labour Planning
Here are some of the most common, and costly, challenges we keep coming across. Do they resonate with you?
1- Endless spreadsheets, endless firefighting
Planning often depends on spreadsheets so complex that only one or two people fully understand them; if one of them is off sick, the process stalls. If one of them leaves or retires you’ve likely got an even bigger problem.
2- Demand forecasts that miss the mark
It seems to be an accepted fact that, no matter where they’re sourced from, demand forecasts are going to be pretty (or wildly) inaccurate. The knock-on effect of this is that labour planning needs to incorporate a contingency (bloat) or ‘accepts’ the expense implications of JIT planning.
3- Data exists, but It’s everywhere (and nowhere)
Every system has its own version of the truth. And you’ve likely got lots of systems. For example, how much does a SKU weigh? Do you mean net weight, gross weight, item parcel weight, or something else?
Good decisions need clear data and getting to that stage is hard when nothing lines up.
4- The myth of perfect data
Many teams wait for perfect information before deciding or trying something new. But the cost of waiting is often higher than the cost of acting with more certainty.
Perfection kills progress – especially in fast-moving environments.
5- Planning by gut, not signal
Ask most warehouse labour planners how they know they’re on track and you’ll hear the same thing: experience.
It’s valuable but fragile when conditions change. Without live feedback loops, even the best instincts struggle to keep up. And that’s before you consider the range of inputs (e.g. the wealth of external data) that are available now and almost impossible for a person, or even team, to keep considering.
6- The knowledge time-bomb
Every warehouse has a “Brian the Brain” – the planner who’s been there 20 years and knows exactly how things work.
But when Brian retires, that knowledge retires too. The next team inherits the spreadsheets, not the insight.
7- When burnout becomes the norm
We often reward heroics, the people who save the day, instead of building systems that prevent the problem happening in the first place.
Some people value the slap on the back, or maybe even an ‘employee of the month’ award but over time, we’d bet that stress comes at a cost: burnout is not a business model.
8- Automation before optimisation
Plenty of businesses are considering automation even though they’ve not fixed the underlying problems in the process.
The result? Bottlenecks don’t disappear, they just shift, often back to the people doing the work.
9- Underused warehouse-floor insights
This isn’t about relying on gut instinct; people on the floor often spot patterns and issues before anyone else. But those insights aren’t always used to improve the planning process; this is a missed opportunity for smarter, faster decisions.
10- No room for, ‘What If?’
Without tools for scenario planning, teams are stuck reacting when things change, and in warehouse operations, they always do.
As my dad always used to tell me, “Fail to prepare – prepare to fail.”
Don’t upset my dad by not preparing for likely, and even unlikely, situations!
So, what can you do differently?
That’s exactly what we’ll explore in our upcoming webinar: Rethinking Labour Planning for 2026 and Beyond
I’ll be joined by Sarah Booth and Paul Hunter – two leaders who’ve spent decades transforming retail and logistics operations for global brands.
Together, we’ll discuss:
- Why traditional labour planning models are reaching their limits
- What “good” looks like in 2026 – across data, AI, culture and collaboration
- Practical ways to move from firefighting to foresight
It’s not just about new systems, it’s about rethinking the mindset around planning, so people have the space and tools to plan well.
Register now to join the conversation on Nov 5th, and start thinking differently about labour planning.