How DJI manages its inventory across 60 locations

When the Custodial Institutions Service (DJI) was merged into one facility company, many struggles were faced. Before the merge, every facility and office operated like its own small world, with its own rules, preferences, and purchasing habits. As a result, furniture varied widely, and there was no unified policy or central overview.

The challenge: No central overview and widely varying furniture conditions

In the new facility structure, DJI lacked insight into its furnishings across all locations. No one truly knew what furniture existed, where it lived, or what condition it was in, turning everyday decisions into guesswork. Without this information, making decisions about replacement, reuse, and planning was difficult.

DJI wanted:

A one-time, accurate observation
Minimal disruption to daily operations
Condition ratings across all furnishings
Insight at a level that matched the organisation’s needs

Given the large scale, many buildings, floors, and departments, DJI needed an approach that balanced lead time with the level of detail required.

The solution: Large-scale inventory work across locations

To align the scope with the size of the organisation, DJI decided to conduct an inventory at the building and storey level, rather than the room level. This approach allowed for shorter lead times without compromising the quality of the data.

The first inventory was a significant undertaking. Fourteen Measuremen specialists spent eight months navigating secure facilities and mapping countless spaces. A follow-up study involved eleven employees and covered roughly one-third of the total scope within one month.

DJI decided not to use chip barcodes, as furniture frequently moved between departments and buildings. Instead, DJI opted for an inventory at the building level and focused on controlling both incoming and outgoing movements.

To support this, DJI worked with the Bureau Inventory Management and Order Desk (BIBB), consisting of Marketplace and Inventory Management. Marketplace was introduced to encourage the reusing or refurbishing of furnishings rather than new purchases. Items in such poor condition that they had to be discarded were processed with proof for the Tax Authorities. All changes were recorded in the administration to keep the inventory accurate.

Over time, Marketplace produced clear results. DJI saved CO₂ emissions, moved resources internally and externally, and refurbished desks for reuse. Although the CO₂ calculations covered only a limited set of furnishing elements, the results still demonstrated a meaningful impact.

Using the inventory observations, DJI made a plan to gradually replace furniture in moderate or bad condition. With around 60 locations, phasing was necessary. The BIBB supports this by tracking internal movements and replenishing stock only after checking existing inventory. This ensures that all incoming and outgoing items are recorded, giving the BIBB an up-to-date view of inventory numbers and locations.

The impact: Managed inventory and a basis for circularity

The inventory provided DJI with a structured view of its furnishings, allowing the organisation to make informed decisions about reuse, refurbishment, and replacement. Marketplace showed measurable results, and the ability to map movements across locations helped DJI close both the “front door” and “back door” of inventory flows.

The phased replacement plan for moderate and bad furnishings gives DJI a clear path for the next three years.

Throughout the project, logistical challenges were a reality. Correctional facilities involve high-security procedures, limited access, and practical hurdles such as stairs and controlled access to cells. Observations in inhabited sections were done on a sample basis to minimise disruption. Some areas remain inaccessible to external staff, creating small, acceptable margins of deviation.

Despite the logistical and security challenges, the inventory work gave DJI something it had long been missing: a single, coherent picture of its furnishings. With this clarity, the organisation can now plan replacements, reduce waste, and invest more responsibly. In the end, this unified approach allows DJI to move forward with a clearer, more sustainable strategy for the years ahead.

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