Achieving Lean Warehousing Through Value Stream Mapping Abhishek P. G. 1 and Maheshwar Pratap 1 Abstract This article applies value stream mapping (VSM) in a distribution warehouse after identifying and cat- egorizing different warehousing wastes. The study suggests solutions for the reduction of each type of waste and employs lead time as the metric to understand the overall effectiveness of the suggested remedies. The distribution warehouse faced severe stock-out situations and high lead time for all deliveries. Current state and future state maps were utilized for mapping the current and revamped system, respectively. While existing studies on lean warehousing have utilized VSM to study a specific type of waste, this study extends it to include all types of warehousing waste, classifies them into seven types and provides a real case study along with evidence for improvement schemes for each category. This research, employing a case study, suggests an integrated lean warehousing method for design and operation of distribution warehouses. Dilemma/research question/purpose: Can the warehouse avoid stock-outs and decrease the lead time by identifying and reducing or eliminating the seven types of wastes in the warehouse operations? Theory: Lean management principle applied to a warehouse using value stream mapping to eliminate wastes. Type of the case: A problem-solving using lean tools carried out in a warehouse. Protagonist: Not needed. Options: Allow the current state to continue causing stock-outs and high lead times, or identify and reduce the wastes in the warehouse operations and avoid stock-outs, decrease lead times, and improve the overall efficiency of the warehouse. Case South Asian Journal of Business and Management Cases 9(3) 387–401, 2020 © 2020 Birla Institute of Management Technology Reprints and permissions: in.sagepub.com/journals-permissions-india DOI: 10.1177/2277977920958551 journals.sagepub.com/home/bmc Disclaimer: This case is written for classroom discussion and is not intended to illustrate either effective or ineffective handling of an administrative situation, or to represent successful or unsuccessful managerial decision-making, or to endorse the views of the management. The views and opinions expressed in this case are those of the authors and do not necessarily reflect the official policy or position of South Asian Journal of Business & Management Cases. 1 Department of Management, Amritapuri Campus, Amrita Vishwa Vidyapeetham University, Kollam, Kerala, India. Corresponding author: Abhishek P. G., Department of Management, Amritapuri Campus, Amrita Vishwa Vidyapeetham University, Kollam, Kerala 690525, India. E-mail: pgabhiz1@gmail.com