In this paper, using lean principles, we assessed one of the cross-docking DC operations in the USA. Specifically, a value stream map was developed to identify existing operational areas of waste and opportunities for improvement. According to the data, collected through filed observations and analysis using the lead-time concept, several areas of waste were identified in the cross-docking operations. Waste was manifested in the long queues, poor staff planning, lack of floor supervision and direction, overproduction, shifts and breaks transitions, and in the lack of discipline and sense of urgency. These types of waste contributed to the long lead-time, in some cases as much as six hours, where a carton could have taken only seven minutes from the inbound to the outbound step.

The outcome of this study adds to the body of cross-docking operations knowledge. In addition, the study makes a contribution to the understanding of cross-docking workflow and lead-time issues, and the importance of value stream mapping in identifying waste in order to maximize throughput.