The goal of this project is to help answer important analytic questions about the throughput of inventory for the Food Bank of Northern Nevada (FBNN). The FBNN would like to improve their understanding of what, how much, and where food goes, and how long it stays in the FBNN warehouse.
At the Food Bank of Northern Nevada, we have disparate systems of tracking food sources, warehousing, and distribution streams of food, through to where items ultimately are distributed. This through-put analysis would consolidate into one report/dashboard how much of which items, from when, and to where they go, with an emphasis on how long they stay in our FBNN warehouse.
Note: FBNN defines "through-put" as capturing amount of time it takes from time inventory is received, from where it originates, and where it ends up, in how much quantity. The biggest part of this analysis is to capture how long it takes up space in the warehouse before being "used"/distributed.
This project will start by looking at a pilot of FBNN’s biggest donor, WalMart, and creating a data story and visualization about their product donations, where they are used, and how much goes to waste (and where that waste ends up).
Analytic questions What food items, in what quantity, during which timeframe, are donated by Walmart? How long does food item stay in warehouse before it gets distributed? Which distribution stream? Where do those products that are used, go? Typically, which donation stream do these food items end up in? Where do those products that are unused, go / end up? How much product from WalMart in a given quarter is used / unused? Is this final destination considered successful or not?
The FBNN is most interested in having the analytic questions answered and presented in an interpretable, meaningful way. In the short term, this may be designing a report. In the long term, if time permits, the FBNN would like to have a dashboard created that shows these different insights & views of their data.
The intended impact is to optimize for efficiency and efficacy, getting as much food to those in need as possible and empowering our staff to know trends in order to provide intervention to their work flow (i.e., Director of Food Purchasing knows what to order and when, as well as what to NOT order and when). This will also help us influence our partners in what we receive, e.g., if we always end up having to discard an item, why? Is there a better way to handle item, or should we create a list of items to not accept?
CEO CFO COO Director of Food Purchasing Director of Programs and Community Outreach Warehouse Team
Data Analyst Warehouse Team CEO CFO COO Director of Food Purchasing Director of Programs and Community Outreach