Savannah River Nuclear Solutions' (SRNS) Supply Chain Operations and Programs (SCO&P) department is driving efficiency and innovation to meet the demanding missions of the National Nuclear Security Administration (NNSA) at the Savannah River Site (SRS). To showcase these advancements, SCO&P recendy conducted a walkthrough of the main receiving, delivery, and storage facilities with members of the executive team.
Mason Bernard, Supply Chain Management Data Analyst, discusses recent efficiency improvements at the Receiving and Distribution Center. The 'problem area,' designated for items that cannot be received due to inaccuracies or overages, has seen significant improvements. The SCO&P team has reduced both the quantity Of items in this area and their resolution time. Additionally, color-coded cones have been implemented as a visual tool to indicate material now.
The tour highlighted significant improvements in the quality of life for warehouse employees, business management practices, lean culture, system integration, data-driven decision-making, and the latest Savannah River National Laboratory (SRNL) Oracle implementation.
"This is the most proactive approach to solution resolution that I've seen," said Staci Peters, SRNS Senior Vice President of Business Services. "The strategy is visible throughout the value stream and the cultural shift in the workforce is remarkable. The team's focus on integrating advanced data analytics, lean methodologies, and employee engagement has not only improved operational efficiency but also fostered a collaborative work environment. These enhancements ensure that we are well-equipped to meet mission demands."
Angela Foreman, SRNS Senior Manager of Strategic Innovation, elaborated on the optimized initiatives within SCO&P aimed at delivering warehousing capabilities for improved now, culture and growth
"Our goal is to meet NNSA'S enduring missions with enhanced efficiency. Since fiscal year 2024, we've implemented several key improvements in business management, including rigorous cost savings tracking and integrated project management," Foreman stated. "It really takes a community. Our first-line managers and material processors are all collaborating to create meaningful change."
Efforts to improve productivity include better warehouse space utilization, advanced logistics maturity, and formulating comprehensive strategies for both current and future warehouse capabilities.
Richard proctor, SRNS Director of Enterprise Systems Solutions; Staci Peters, SRNS Senior Vice President of Business Services; Jay Johnson, Deputy SVP, Business Services and Chief Contracting Officer; and Sean Alford, Senior Vice President and Chief Administrative Officer, observe the main receiving, delivery and storage facilities at SRS.
According to James Dutton, SRNS Delivery First Line Manager, the team has improved lean work culture through monthly manager forums, leadership involvement, and enhancements to safety processes. "We've noticed a significant boost in psychological safety, gradually bridging the gap between management and employees. Everyone is more forthcoming, introducing new ideas without fear, and contributing innovative solutions to benefit the company," said Dutton.
The team has successfully adapted to the SRNL Oracle implementation, leading to the integration of three separate systems (PeopleSoft, Puridiom, and Oracle) and the ability to process incoming and outbound materials. Key improvements include tracking, merging old and new purchase orders, labeling, and setting new parameters for speed charts.
Data from April 2025 shows a positive trend in operational efficiency, with notable improvements in cycle times and quicker resolution for problem area items. The team achieved a receipt-to-delivery cycle time of 1.74 days, which is better than the historical average that exceeded the two-day target.
"Our focus has shifted from simply reducing problem resolution time to proactively preventing issues by identifying the root cause," said Tammy Rimes, SRNS SCO&P Senior Director. "This team aims to deliver unparalleled service, reliability and value to our customers because the 'mission begins with us' and our ability to provide the materials and services needed to support the Site."
Jay Johnson, SRNS Deputy Senior Vice President, Business Services and Chief Contracting Officer, concluded, "I could see continuous improvement in action at each station, from simple changes like business process rearrangements, additional labeling, and color-coding to Storage enhancements. "The workforce's involvement in these improvements is evident. Balancing these changes with data-driven decisions is spot on. Lean is a journey, and it's clear they are dedicated and working hard at it."
Clade Tuttle, SRNS Material Processor, showcased the new magnetic tablet positioned on the Hyster. The tablet allows material processors to conveniently input data in the Stores Inventory Warehouse, which is primarily used for quick-turn spare parts. Other improvements include strategically optimizing storage locations by grouped items, adding shipping lanes and implementing 5S practices.