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Implementing a WMS.
A project pertaining to logistics...

IDII Note: Many people are not familiar with the process of implementing a WMS or other large software project. This article from Sistema Logistics provides a good understanding on key players in the implementation as well as an overview of the steps required. The effort to implement a WMS is significant and according to WERC/Anderson Consulting report, only 40% of WMS installs are satisified with how it went. There are two items that will increase the satisfaction rating, WRITE DOWN EXPECTATIONS for measuring the results, agree upon them with the vendor, and understand the implementation process.

  INFOGUIDE

Issue 3 November 1999

Implementing a WMS. A project pertaining to logistics…

After thorough justification and the decision to go ahead with the implementation of a WMS project, the real challenge begins. Globally, such a project usually develops in 8 phases :

  • 1. Appointment of the project team members

  • 2. Engineering of the logistics process

  • 3. Selection process of a solution

  • 4. Integration analysis (material and software)

  • 5. Development (optional)

  • 6. Integration (material and software)

  • 7. Training

  • 8. Launching

Most of the time, these phases imply that this type of project requires a team of specialists in information technology. Although their collaboration is indeed essential for certain phases, it must in no way be permanent and must definitely not substitute the logistician team in their decision-making or project management. The logisticians being the end-users, they are the ones who must take the decisions that will have a direct impact on their operational performances

The appointment of the project team members
The appointment of the project team members is a strategic phase. The project manager must inevitably be responsible for warehouse logistics and not only be responsible for the computer system, as is too often the case. In fact, being an expert in the logistics flow, responsible for the established budget and the implementation consequences, he is also respected by the other members of the team for his experience. The other members of the group will be operational managers, operators and, according to the need, a computer department representative. In the case of software package integration, representatives of the integration team will provide support to the project team by offering their expertise in finding a solution.

Engineering of the logistics process
Engineering of the logistics process consists of evaluating and defining the quality and efficiency of existing processes, and eventually performing improvements. It is advantageous to implicate a team of experts for this task. It will allow the validation of the optimised processes and justify the choice solution

The selection process of a WMS
The selection process of a WMS is the result of an approach taken in collaboration with the project manager and the head of the computer department. What emerges is a solution respresenting the best compromise which answers the functional requirements of the warehouse while respecting the company's computing strategy.

The Integration Analysis
The Integration Analysis will enable the project team to handle the software and to define the optimum parameters which will allow the logistics process integration. Also, it is necessary to define and quantify the various computer and technical equipment (printers, RF, antennas, wiring, …) necessary to support the application, as well as their theoretical implementation. This task is supervised by the project manager, assisted by the information technology specialist.

The specific developments
The specific developments are defined by the logisticians in terms of expected functionalities (screen layout design, browsing, glossary, reports…). The programmer-analysts will be able to question, if the need arises, the feasibility of the request in view of technical constraints. The tests are performed by logisticians.

The integration (material and software)
The integration (material and software) consists of installing the equipment and the applications in its final configuration. It will be validated with scrutiny in all its details by the project team and preferably, by a committee of end-users.

The final training
The final training of end-users by project team members is the key in order for them to appropriate the application. This exercise will enable them to estimate their own requirements in terms of supplementary training and to reinformce their confidence.

Production launching
Production launching represents the outcome of the project. In this phase, the integrator plays the role of an observor. The true leader is the project supervisor. It is for this specific reason that the implementation of a WMS is a project which pertains to logistics.

All too often, integration projects encounter difficulties in terms of delays further to an erroneous definition of each and everyone's responsibilities in order to reach the final goal. These subtleties in regard to responsibility may have irreversible consequences in terms of performance. For this reason, Sistema Logistics reachs beyond its WMS G2000 solution with project management performances which ensure the success of the integration.

INTERACTIVE WAREHOUSE
IDII thanks Sistema Logistics for permission to use their white paper. To contact them:
Sistema Logistics Inc
Saint Laurent, QC H4T 1G7
Tel: (514) 733-3599
Fax: (514) 733-3439
Email: agoodhue@sistema-logistics.com

www.sistema-logistics.com

(C) 1999 Sistema Logistics. All Rights Reserved.

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