Foundational Excellence in Warehouse Operations
In this episode of The New Warehouse Podcast, Kevin chats with Jack Cox, founder of Axiomata Foundational Excellence. Cox brings more than 20 years of operations experience from Amazon, Target, Wayfair, and fast-growing technology companies. His career spans warehouse operations, transportation networks, and large-scale fulfillment systems built under intense growth pressure.
The conversation centers on what Cox calls foundational excellence in operations. Rather than rigid playbooks, he outlines principles that help operations scale without breaking. Drawing from real-world examples, Cox explains how leaders can align metrics, culture, and process to support long-term growth.
Why Foundational Excellence Starts With Value
Cox argues that operational excellence must begin with a clear definition of customer value. Without it, teams struggle to prioritize work or understand their place in the value chain. As he explains, “every person should understand how they add value to that customer value.”
That clarity becomes harder as organizations grow. Early-stage teams often rely on shared effort and flexibility. Cox warns that the approach does not scale. “When there’s no owner, nobody owns,” he says, emphasizing accountability at every level.
He also draws a clear line between outcomes and inputs. “I don’t own on time to the customer — that’s an outcome,” Cox explains. “I own some input metric along the value chain that will eventually lead to being on time.”
This distinction helps teams focus on what they can control. It also creates space for self-management. When people understand their role, they can improve it without constant supervision.
Managing Inputs Instead of Chasing Outcomes
Throughout the episode, Cox returns to one core idea. Operations should be managed through inputs, not lagging indicators. “You don’t manage outcomes. You manage inputs,” he says.
He shares a telling example from Amazon and Target. On-time truckload performance appeared strong on paper. Once measured correctly, reported performance dropped from about 99% to roughly 75%. The issue was not execution. It was measurement. Everything unreported had been assumed on time.
That experience shaped how Cox evaluates operations. “Show me your metrics,” he says. “What are you using to measure the business?” The answer often reveals maturity gaps immediately.
Cox encourages leaders to start with what they have. Early reviews may lack perfect data. That is acceptable. What matters is building routines that improve measurement over time.
Standard Work Without Bureaucracy
Standard work often meets resistance in growing companies. Cox understands why. Many teams fear it will slow them down. He argues the opposite. “Standard work and process create reliability,” he explains, “and most importantly, they create transactional integrity in your data.”
At Farmer’s Business Network, Cox helped launch nearly two dozen facilities in under eighteen months. Speed required clear rules. One rule stood above all others. “You do not let that order leave the building without the item fulfillment.”
That discipline enabled flexibility later. Cox stresses balance. “You don’t want to become a bureaucracy,” he says. Continuous improvement must coexist with standardization.
He sums it up simply. “Slow is smooth and smooth is fast.” When foundations are strong, scale feels routine instead of chaotic.
Key Takeaways on Foundational Excellence
- Foundational excellence starts with understanding what customers truly value.
- Every role must be accountable for inputs, not outcomes.
- Managing inputs creates predictable operational results.
- Plan-do-check-act routines enable continuous improvement at any scale.
- Standard work protects data integrity during rapid growth.
- Culture determines whether operational principles endure or erode.
- Strong foundations allow organizations to move faster over time.
Listen to the episode below and leave your thoughts in the comments.
Guest Information
For more information on Axiomata, follow them on LinkedIn.
To connect with Jack Cox on LinkedIn, click here or email him at axiomata@jackcox.org.
For more information about foundational excellence in warehouse operations, check out the podcasts below.
Warehouse Fulfillment Strategy for a Changing Consumer Landscape
