Apex Steel’s shift away from paper-based workflows was not driven by scale alone, but by the operational strain those processes created. These included delays from physically distributed orders, limited visibility into inventory, and a growing risk of errors as the business expanded.
In this interview, Nick Lachimea, Chief Corporate Officer at Apex Steel, explains how the company moved to a barcode-driven system integrated with its existing SAP environment, and what changed on the warehouse floor and in production. He also outlines the impact on traceability, stock control, and day-to-day decision-making.
What drove Apex Steel’s digitisation, and how were Zebra and LogiQ-On involved?
Our decision to digitise was driven by the need to address operational challenges around traceability, inventory visibility, and stock control across the warehouse and shop floor. As the business expanded, our reliance on manual, paper-based processes made it increasingly difficult to maintain accuracy and consistency at scale.
We were looking to create a more integrated and responsive operating environment, where information could flow between sales, warehouse, and production. This required not only system-level changes, but also hardware that could integrate reliably into that broader ecosystem.
Zebra was introduced to us as a solution that met these requirements. The devices are designed for use in demanding warehouse and manufacturing environments, with a focus on robustness, reliability, and long-term performance. The availability of after-sales support also contributed to our confidence in maintaining the system over time.
LogiQ-On Technology played a critical role as our implementation partner, providing support through hardware expansions, upgrades, and ongoing enhancements. They brought a strong understanding of our operational set-up and were involved in recommending and deploying a solution that aligned with our workflows and environment.
What limitations did paper-based workflows create?
The primary limitation was the reliance on manual processes. Orders were entered into SAP, printed, and physically distributed to warehouse teams, which introduced delays and increased the risk of outdated or inaccurate information being used during operations.
This environment also created inefficiencies such as double handling and made it more difficult to maintain consistent traceability. Warehouse staff often relied on paperwork and visual confirmation when picking items, which increased the likelihood of errors.
The lack of real-time tracking and visibility also limited the ability of sales and management teams to make informed decisions. Without an accurate, up-to-date view of inventory and production activity, it was more challenging to respond confidently to customer requirements.
How has the new system changed day-to-day operations?
The most significant change has been improved reliability and timeliness of data exchange across the business, improving decision-making. With barcode scanning and system integration, information is now captured and shared in near real time, providing a consistent view of inventory.
Sales teams are better equipped to respond to customers, while warehouse and production teams operate with greater clarity and control.
We have also seen measurable improvements in stock management, with higher levels of accuracy and traceability throughout the process. On the manufacturing side, validation steps such as scanning materials prior to processing have introduced an additional layer of control, reducing the likelihood of errors and rework.
What measurable outcomes have emerged since deployment?
The operational impact has been significant. With the new workflow, receiving orders is now six times faster, reducing the time required from approximately 30 to 60 minutes per order to around 10 minutes.
We have also reduced our reliance on paper-based processes, along with the associated manual handling and data entry. This has led to fewer errors, improved delivery accuracy, and a reduction in missing or incorrect items.
In addition, improvements in visibility and data accuracy have increased next-day delivery confidence. For example, we can immediately tell a customer if an item is in stock and commit to next-day delivery.
What challenges arose during implementation, and how were they addressed?
One of the key challenges was integrating new technology into an environment with longstanding legacy systems and processes. Introducing change required careful consideration, not only from a technical perspective, but also in terms of people and process adoption.
Encouraging teams to transition from familiar manual workflows to new digital systems required a structured approach, including training and ongoing support.
Successful adoption was driven by the visible benefits in day-to-day operations. As teams experienced improvements in efficiency, accuracy, and ease of use first-hand, confidence in the system grew. Over time, the majority have fully embraced the new processes and indicated they could never go back to the old systems and procedures.
How will Apex Steel continue modernising its manufacturing and logistics operations?
Our focus is on improving visibility, strengthening data accuracy, and making sure our systems support day-to-day operations across the business. With better real-time access to information, both sales and operations teams can work with more current data and make decisions more quickly.
In parallel, we are exploring a range of capabilities, including real-time sensor technologies, expanded reporting and analytics, and further automation opportunities. These initiatives are part of ongoing efforts to improve operations and respond to changing customer requirements.
