Capacity Utilisation is a measure of how effectively a warehouse or fulfilment operation uses its available storage, labour, or equipment resources. High utilisation indicates efficient use of space and workforce, while low utilisation may signal underused resources or inefficiencies. Tracking capacity utilisation helps optimise warehouse layout, staffing, and operational planning.

But here's the catch: 100% utilisation isn't the goal. That's a recipe for bottlenecks and chaos.

Why Capacity Utilisation Matters

Resources cost money whether you use them or not.

Lease a 50,000 sq ft warehouse but only use 30,000 sq ft? You're paying for 20,000 sq ft of empty space.

Employ 20 warehouse staff who sit idle 30% of the time? You're paying for 6 full-time positions doing nothing.

Buy equipment that runs at 50% capacity? Half your investment sits dormant.

Poor capacity utilisation wastes capital, increases costs per unit, and signals operational inefficiency.

Types of Capacity Utilisation

Space Utilisation

How much of your available warehouse space are you actually using?

Formula: (Used Space ÷ Total Available Space) × 100

Considerations:

• Floor space (pallet positions, picking locations)

• Vertical space (height utilisation)

• Specialised areas (cold storage, hazardous goods)

• Temporary vs permanent storage

Example: Total warehouse: 100,000 sq ft. Currently storing: 75,000 sq ft of inventory. Space utilisation: 75%

Sounds efficient. But is that 75% well-organised or chaotically packed?

Labour Utilisation

How productively does your staff spend their time?

Formula: (Productive Hours ÷ Total Available Hours) × 100

Productive activities:

• Picking, packing, and put-away

• Goods receiving

• Quality checks

• Returns processing

Non-productive time:

• Waiting for work

• Searching for misplaced stock

• System downtime

• Excessive breaks or idle time

Example: 8-hour shift = 480 minutes. Actual productive work: 400 minutes. Breaks and admin: 80 minutes Labour utilisation: 83%

But what if 100 of those "productive" minutes are spent searching for items due to poor inventory accuracy? Then, real productivity is much lower.

Equipment Utilisation

How much do you use available equipment relative to capacity?

Formula: (Actual Usage ÷ Maximum Capacity) × 100

Equipment types:

• Forklifts and pallet trucks

• Conveyor systems

• Automated sortation

• Scanning devices

• Packing stations

Example: Conveyor system capacity: 5,000 units per hour Average usage: 3,200 units per hour Equipment utilisation: 64%

Is this bad? Depends. If you need surge capacity for peak periods, a 64% average might be perfect.

Measuring Capacity Utilisation

Space Measurement

Basic approach: Count pallet positions or bin locations.

Used locations ÷ Total locations = Space utilisation

Advanced approach: Consider cubic utilisation (volume, not just floor space).

A warehouse with 10m high ceilings storing pallets only 2m high wastes 80% of vertical capacity.

Labour Measurement

Modern warehouse management systems track labour utilisation automatically:

• Time on task

• Idle periods

• Task completion rates

• Labour productivity metrics

Manual tracking requires:

• Timesheets showing activity breakdown

• Task logs

• Observation studies

Equipment Measurement

Direct monitoring:

• System logs showing equipment run time

• Sensor data from automated systems

• Manual logs for mobile equipment

Indirect indicators:

• Throughput vs capacity

• Queue times (orders waiting for equipment)

• Overtime or rushed periods

Improving Capacity Utilisation

Improving Space Utilisation

Layout optimisation:

• ABC analysis for slotting fast-movers efficiently

• Reduce aisle widths where possible

• Maximise vertical stacking

• Eliminate dead zones

Better racking:

• Double-deep racking

• Drive-in racking for bulk items

• Mezzanine floors

• High-bay storage

Inventory management:

• Reduce overstocking

• Clear dead stock

• Improve inventory turnover

• Use Just-in-Time principles where appropriate

Example: A Fashion retailer discovered 22% of warehouse space held slow-moving or obsolete stock. Clearing this freed 11,000 sq ft without expanding the facility.

Improving Labour Utilisation

Workload balancing:

• Distribute tasks evenly across shifts

• Cross-train staff for flexibility

• Match staffing to demand patterns

Process improvements:

• Eliminate wasted movement

• Standardise procedures

• Provide proper tools and equipment

• Fix inventory accuracy issues

Technology:

• WMS platforms optimise task allocation

• Real-time visibility prevents idle time

• Automated prioritisation

Kaizen approach: Small continuous improvements compound over time.

Example: 3PL analysed labour utilisation and found staff are idle 25% of the time waiting for the system to process orders. System upgrade and workflow changes reduced idle time to 8%, and effective labour capacity increased 20%.

Improving Equipment Utilisation

Right-sizing: Do you actually need all that equipment? Or could you achieve the same with less?

Better scheduling: Coordinate usage to avoid equipment sitting idle whilst orders queue.

Maintenance planning: Schedule maintenance during low-demand periods, not randomly.

Multi-purpose equipment: Versatile equipment used for multiple tasks beats single-purpose machines sitting idle.

Common Capacity Utilisation Mistakes

Measuring Wrong Things

Focusing on space utilisation whilst ignoring whether that space is well-organised or chaotic.

High utilisation of poorly organised space is worse than lower utilisation of efficient space.

Confusing Utilisation With Efficiency

90% space utilisation with 60% picking efficiency beats 95% utilisation with 40% efficiency.

Cramming more in might reduce utilisation metrics but destroy operational performance.

No Capacity Planning

Understanding current utilisation means nothing without forecasting future needs.

You're at 80% capacity today. What happens when the business grows 30% next year?

Ignoring Peak Requirements

Average utilisation of 70% might mean 95% at peak and 45% at quiet times.

Planning for averages leaves you struggling during busy periods.

Over-Investment

Building or leasing a warehouse sized for peak demand means paying for empty space most of the year.

Better to plan for 80-85% of peak capacity and have overflow strategies for exceptional periods.

Getting Started

1. Establish baseline: Measure current utilisation across space, labour, and equipment.

2. Identify waste: Where are resources sitting idle or poorly used?

3. Quick wins: What simple changes improve utilisation?

4. Set targets: Realistic optimal ranges for your operation

5. Implement improvements: Start with high-impact, low-cost changes.

6. Monitor continuously: Utilisation changes as business grows.

7. Plan ahead: Forecast when you'll need additional capacity.

Capacity utilisation isn't about cramming maximum stuff into minimum space with maximum staff working flat-out constantly.

It's about using resources efficiently whilst maintaining flexibility, quality, safety, and sustainability.

Get it right, and you reduce costs, improve efficiency, and build an operation that scales smoothly as you grow.

Get it wrong, and you'll either waste money on unused capacity or create bottlenecks that strangle growth.