The 9 keys to a successful WMS software implementation

Like all software package installation projects, several factors contribute to a successful implementation. We have selected 9 which, if respected, will make your WMS project a success.

Good practices in general

1 – A short project with an imposed rhythm

Nothing is more slippery than a project that extends over several months, which demotivates the teams and which makes them lose sight of the objective.

Conversely, a short project will require being able to keep up with the rhythm of the workshops, individual preparation times, progress points, etc. and even more so when we have to carry out daily tasks.

The key is to include this entire workload in the agenda , from project start-up until D-day. The major stages must be clear and validated by the teams, at least the “hard core” of the project, and this even if it means moving a few dates later.

2 – Availability of the “hard core” project team

It is a commonplace to say this, but we must not neglect the time involved in integrating a WMS , especially when it is the first time.

As an indication, it is usual to take a ratio of “one to one” , between the days to be spent for a project manager on the client side and that on the integrator side. This ratio increases to “1:0.5” for each member of the project team.

An integrator must be able to provide you with these elements before starting a project so that this temporary “disorganization” can be anticipated, for example, during a quieter period of activity during the year.

3 – Integrate the concepts governing the chosen WMS

The goal? Be sufficiently autonomous on the big day in the event of hazards, and subsequently when it comes to changing practices. A WMS includes thousands of algorithms responding to rules that are themselves based on a conceptual data model. It is important to understand, without being a specialist, the main concepts hidden behind:

• The notions of management zones or logistics families,
• The types of inventory control offered and their benefits,
• The way in which inventory capacity is calculated,
• The rules governing groupings of sales orders to be prepared,
• How the different order preparation modes work,
• Finally, the methods of consolidating goods at the end of preparation.

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

At SITACI , we offer a gradual increase in skills via support on our WMS EGO thanks to a simplified “school” base which will allow you to gain autonomy.

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

The study and needs definition phase

4 – Know how to position the cursor 

The cursor should be in the right place between:

• Broaden the functional scope too much in relation to the desired start-up time of the WMS,
• Implement functions that are (too) new and unknown to business teams, functions that could be out of step with needs,
• Try to follow the current organization without taking advantage of the new WMS functionalities

Very often, the logistics expertise of your WMS integrator service provider is essential. Indeed, his experience plays a role in this cursor position, but not only.

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

With these elements added to a well-thought-out questionnaire submitted in advance, the integrator will be able to advise you on the correct position of this cursor. In summary, the good compromise between risks and benefits , by objectifying it with some analyzes and ratios.

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

It is important to know that a WMS will profoundly change the daily lives of teams in the field. Nothing will be the same again: increased mobility, less stress, more efficiency.

It will be necessary, on the one hand, to ensure that the hard core (the project team) chosen to define the operation of the future WMS has sufficient knowledge of the subtleties of each business of the company, but also to deal with future users.

Note that this will require THF type tools (high frequency terminals) to be very easy to use.

Pre-mapping and practicing the solution

6 – Collect the data to inject

A good understanding of the concepts behind a WMS and the functionalities that will be implemented and their impact on the organization should enable effective collection of relevant data . This means that we perfectly understand the issue behind the data that will be injected. In addition, we also know how to prioritize the investment of time to spend there.

7 – Practice the solution until the big day

A bias is often to confuse “I understand” and “I know how to do it”. However, in logistics, the devil is in the detail. Starting a WMS should not leave room for improvisation on the big day. It is therefore important for business teams to devote significant time to training, but also to practice. Not practicing means taking the risk of quickly finding yourself helpless when the WMS start-up key turns. The slightest stone in the mechanics could seize the system and the snowball effect will not be forgiving. So, practicing the solution means carrying out all the scenarios “in the room” (called business scenarios): practicing again and starting again.

Deployment and startup

8 – Program the last steps with the countdown

Implement your inventory strategy, anticipate the labeling load on products, containers or stock locations... Very often, the WMS offers a "per kilometer" editing function for all the labels you will need to this thanks to an associated generator.

Furthermore, remember to inform customers, strategic service providers , suppliers of goods and carriers of the “small inconveniences” that may arise during the first hours of starting a new WMS. They will thus be understanding and will also perceive their interest.

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

Train the rest of the users (End Users) a few days before the start This training must take place neither too early, because the knowledge will be lost, nor too late in order to maintain maximum peace of mind on the big day. Also, do not neglect small details such as having enough consumables for printers or portable equipment charged .

9 – Stabilize operation as quickly as possible

Stabilizing already means ensuring that bad habits do not come back full force. That is to say, constantly ensuring, and through regular exchanges with End Users, that the teams adhere to and respect the procedures .

It also means “not succumbing to the temptation” to do things as in the past without taking advantage of the new features.

Finally, stabilizing the operation means removing the last stones lying around in the shoe by identifying over time the problems not anticipated during the practical phases of the solution, the necessary adaptation elements and the small improvements.