The 9 keys to a successful WMS software implementation

As with any software installation project, several factors contribute to a successful implementation. We have identified nine that, if properly followed, will ensure the success your WMS project

Good practices in general

1 – A short project with a set pace

Nothing is more slippery than a project that drags on for several months, demotivating teams and causing them to lose sight of the objective.

Conversely, a short project will require being able to keep up with the pace of workshops, individual preparation time, progress points… and this is all the more important when daily tasks also need to be carried out.

The key is to include in the agenda the entire workload , from the start of the project to the final day. The major steps must be clear and validated by the teams, at least the "core" of the project, even if it means moving some dates later.

2 – Availability of the core project team

It is a commonplace to say this, but the time involved in integrating a WMS , especially when it is the first time.

As a guideline, it is common to use a "one to one" ratio between the number of days spent by a client-side project manager and the number spent by the integrator-side project manager. This ratio changes to "1 to 0.5" for each member of the project team.

An integrator should be able to provide you with this information before the start of a project so that this temporary "disorganization" can be anticipated, for example, during a quieter period of activity in the year.

3 – Integrate the concepts governing the chosen WMS

The goal? To be sufficiently self-sufficient on the day of implementation in case of unforeseen events, and subsequently when it comes to evolving practices. A WMS comprises thousands of algorithms that adhere to rules based on a conceptual data model. It's important to understand, without being an expert, the fundamental concepts behind it:

• The concepts of management zones or logistics families,
• The types of inventory control offered and their advantages,
• The way in which stock capacity is calculated,
• The rules governing the grouping of sales orders to be prepared,
• The operation of the different order preparation methods,
• Finally, the methods of consolidating goods at the end of preparation.

It will therefore be important to understand how its logistics business will be transposed into the operating concepts of the WMS.

At SITACI , we offer a gradual skills development through support on our EGO WMS using a simplified "school" base that will allow you to gain autonomy.

The quality of the documentation provided during the WMS implementation, the training materials, and the online help also contribute to solidifying this knowledge. As such, SITACI is Qualiopi certified for these training processes .

The study and needs definition phase

4 – Knowing how to position the cursor 

The cursor must be in the correct position between:

• Expanding the functional scope too much in relation to the desired WMS start-up timeframe,
• Implementing (too) new and unfamiliar functions for business teams, functions that could be out of sync with needs,
• Trying to replicate the current organization without taking advantage of the new WMS functionalities

Very often, the logistics expertise of your WMS integrator is paramount. Indeed, their experience plays a crucial role in this balancing act, but not the only one.

A good integrator will also have taken care to collect quantitative data beforehand, for example, on your purchase and sales orders or on your product nomenclatures.

With this information, combined with a well-designed questionnaire provided beforehand, the integrator will be able to advise you on the optimal balance between risk and benefit , objectively assessing it through analysis and ratios.

5 – Integrate internal business experts (Key Users) and foster buy-in

It's important to understand that a WMS will fundamentally change the daily lives of teams in the field. Nothing will be the same again: increased mobility, less stress, and greater efficiency.

On the one hand, it will be necessary to ensure that the core team (the project team) chosen to define the operation of the future WMS is sufficiently familiar with the intricacies of each business within the company, but also to work with the future users.

Note that this will require very simple operation from tools such as THF (high frequency terminals).

Preliminary prototyping and practical application of the solution

6 – Collect the data to be injected

A thorough understanding of the concepts behind a WMS, the functionalities to be implemented, and their impact on the organization is essential for the efficient collection of relevant data . This means we fully grasp the implications of the data that will be injected. Furthermore, we know how to prioritize the time investment required.

7 – Practice the solution until the big day

A common mistake is to confuse "I understand" with "I know how to do it." In logistics, the devil is in the details. Launching a WMS shouldn't leave room for improvisation on the day of implementation. Therefore, it's crucial for the operational teams to dedicate significant time to training and practice. Failing to practice risks being quickly unprepared when the WMS startup key is turned. The slightest glitch can jam the system, and the snowball effect will be unforgiving. So, practicing the solution means running through all possible scenarios (called business cases) "in-house": practicing again and again.

Deployment and startup

8 – Program the final steps using the countdown timer

Implementing your inventory strategy, anticipating the labeling load for products, containers or stock locations… Often, the WMS offers a "kilometer-long" editing function for all the labels you will need for this, thanks to an associated generator.

Furthermore, remember to inform customers, strategic partners , suppliers of goods, and carriers about the minor inconveniences that may occur during the initial hours of a new WMS launch. This will help them understand and recognize the benefits.

Negotiate with them the possibility of easing activities during the start-up week: anticipate or postpone, for example, goods receipts or order shipments, increase stocks if possible.

Train the remaining end users a few days before the start date . This training should take place neither too early, as the knowledge will be lost, nor too late, to ensure maximum peace of mind on launch day. Also, don't neglect small details such as having enough printer supplies and fully charged portable devices.

9 – Stabilize operations as quickly as possible

Stabilizing the system means ensuring that bad habits don't quickly resurface. This means constantly verifying, through regular communication with end users, that teams are committed to and respectful of procedures .

It is also about "not succumbing to the temptation" of doing things the way they were done in the past without taking advantage of the new features.

Finally, stabilizing the operation means removing the last pebbles that are in the shoe by identifying, as they arise, the unanticipated problems during the implementation phases of the solution, the necessary adaptation elements and the small improvements.