Logistics Software Implementations Are Not Plug-And-Play

Phrases such as “out-of-the-box” and “plug-and-play” software conjure up the image of an easy, almost instantaneous, implementation of software. That is not the reality on the ground. Logistics software solutions are complex. Advances in software design have extended configuration options and simplified implementation workflows. But warehouse management system (WMS), labor management systems, and warehouse robotics implementations are still complex projects. These projects require an intimate knowledge of warehouse business processes and the underlying technologies.

Bridging the Gap Between Concept and Productivity

Warehouse operators typically embark on a change management journey prior to the involvement of a technology implementation partner. For comprehensive changes, such as the implementation of a new WMS at a complex facility, a company must determine its priorities and favored processes through proper planning and communications with internal stakeholders. Subsequently, these priorities should be shared with the implementation team. Despite differences in underlying methodologies, successful deployments tend to combine the discipline of thorough planning with the flexibility to accept contingencies that will increase project value and customer satisfaction. “A large portion of the implementation should be dedicated to assuring overall value is realized through a combination of creating both a sustainable and supportable solution, while also meeting business requirements,” according to Jeremy Hudson, Director, Client Services, at Open Sky Group. With over 90 WMS, labor management system, or transportation management system go-lives in the last 24 months, Open Sky is a leading system integrator for logistics software.

According to Ron Lazo, Vice President, Professional Services Organization at Manhattan Associates

MANH
, “A structured implementation process harmonizes project execution with the intended business outcomes to drive greater time-to-value.” Experience is needed to balance what can be competing objectives. There can be a tendency for a company to want all the bells and whistles without fully considering how this will impact the time required to implement the solution and the cost.

Jerry Hudson of Open Sky Group finds it imperative to focus on weighing operational conformity to the base product versus the impact of solution modifications to meet “current state” processes. He believes customers can inform their decisions by asking themselves “Is it worth making a modification which could be expensive and cause challenges down the road, or is it better to change your process to meet the software without a modification?” Increasingly, companies decide modifications are not worth it.

Thinking Broad and Deep

After doing a study of the warehouse management system integration market, ARC arrived at a few conclusions. One, an experienced integration knows what is most important to take account of when prioritizing various implementation options. Second, a good integrator takes a broad and deep perspective on the value the technology provides to their customers. The solution should be implemented for current requirements, but amenable to future needs. Time-to-value, total cost of ownership, and system sustainability are all central considerations. A system integrator should also have a holistic view of how the given technology fits into the broader operational and technology landscape.

Ron Lazo of Manhattan Associates provided specific examples of how Manhattan’s orchestrated implementation efforts across warehousing and transportation operations align activities, providing benefits such as enhanced inbound shipment visibility, smarter appointment management, automated workflows, and efficient labor management. 

John Santagate, VP of Robotics at Körber Supply Chain Software summed up the value that experienced implementation teams bring to the table, “It is easy to overlook the end-to-end impact of a new technology deployment in the warehouse. Leveraging the WMS implementation and integration team can help provide a more holistic view. These teams have deep knowledge of the operation and technology landscape and are able to identify process, workflow, and technology improvements that will drive value.”

But a smooth implementation only carries a company so far. To extract the expected value from the new technology, end-users at must embrace the solution, use it as planned, and execute on change management initiatives. Justin Ritter, VP of Operations at Lucas Systems stated that customer training is a keystone of a successful implementation project. “You can’t skip user training and support during go-live. Otherwise, you risk the implementation of software that isn’t properly utilized and therefore doesn’t deliver the expected results.

The primary author of this article is Clint Reiser. Clint is the Director of Supply Chain Research at the ARC Advisory Group.