Intralogistics metrics measure productivity and cost inside the four walls. These are distinct from supply chain metrics (OTIF, inventory turns) and transportation metrics (cost per mile).
Primary source for benchmarks: WERC DC Measures, the industry-standard KPI benchmarking study published annually.
Core Throughput & Labor Metrics
| Metric | Definition | Best-in-Class | Median |
|---|---|---|---|
| UPH , Units Per Hour | Units picked or processed per operator per hour | Varies by operation type | |
| CPO , Cost Per Order | Total warehousing cost / orders shipped | ||
| Lines/Hour | Pick lines completed per operator per hour | ||
| Orders Picked & Shipped per Person-Hour | ≥35 | 10 | |
| Lines Received & Put Away per Person-Hour | >68.9 |
The gap between median (10 orders/hr) and best-in-class (35 orders/hr) picking performance is not primarily a technology gap, it’s a slotting, zone structure, and process discipline gap.
Inbound / Receiving Metrics
| Metric | Average | Best-in-Class |
|---|---|---|
| Dock-to-stock time | 4-8 hours | <3.5 hours (WERC 2025) |
| Receiving accuracy | 95-99% | >99.9% |
| Correct documentation rate | >99.64% | |
| On-time supplier receipts | ~90% |
Storage & Space Metrics
| Metric | Target/Benchmark |
|---|---|
| Warehouse location utilization | 92-95% best-in-class; never exceed 85% at peak (operational ceiling) |
| Cube utilization | |
| Inventory accuracy | 98-99%+ (best-in-class) |
Data source: For DIM-weight accuracy, master-data capture, and contour-checking throughput benchmarks, see Dimensioning and Cubing Systems.
The 85% rule: Operational utilization should never exceed 85% of theoretical capacity during normal operations (see Putaway & Storage). Above 85%, replenishment congestion and accuracy problems spike.
Shipping & Fulfillment Metrics
| Metric | Best-in-Class |
|---|---|
| On-time shipping | >99% |
| Order accuracy (ship the right thing) | >99.9% |
| Perfect order rate |
Financial Metrics
| Metric | Definition |
|---|---|
| Cost per unit | Total DC operating cost / units shipped |
| Cost per line (CPL) | Total DC operating cost / lines shipped |
| Cost per pallet | Total DC operating cost / pallets shipped |
| Labor as % of warehousing budget | Typical: 45–65% in conventional operations (Buske Logistics 2026; CognitOps); highly manual operations can reach 70%+ |
Key Benchmark Relationships
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3:1 receiving gap, Best-in-class (68.9 lines received/put away/hr) vs. median (~22 lines/hr). Gap is ASN compliance + dock scheduling + equipment match, not technology.
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3.5:1 picking gap, Best-in-class (35 orders/hr) vs. median (10 orders/hr). Layout, slotting, and zone structure drive most of this.
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40–49% warehouse worker turnover, Annual average in the U.S. (BLS JOLTS 2022–2024); pre-2020 cold-storage surveys reported ~36%. Chronic unfilled headcount is the single strongest automation trigger signal.
Metric Selection for Business Cases
When building a business case or benchmarking gap analysis:
- Use WERC DC Measures as the primary source (cite the year)
- Present current-state vs. best-in-class gap as the opportunity
- Translate gap to dollars using actual labor rates and volumes
- Avoid using vendor-provided benchmarks for base case, use WERC, then let vendors defend their improvement claims