Build equipment priorities around where work is delayed, not a generic checklist. On each shift, log where waiting occurs, how long it lasts, and which order it affects.
Container count, return and cleaning readiness; plate preparation; storage space; loading queue; and vehicle utilisation are separate data points. If one constraint holds up another, show both in the same event record.
Match each investment option with a dated quote, capacity effect, and total operating cost. Let the business define from its records which order volume, delay, or utilisation level triggers action.
Before approving the next purchase, remeasure the bottleneck after a small process change or pilot. If the result misses the target, update assumptions for the next option; do not impose a fixed purchase sequence.
