A successful implementation of WMS (Warehouse Management System) is based on matching processes and technologies to the organization's activity and on a methodical assimilation of the system

 

A typical project includes:

 

Stage 1 – preparing an RFP specification and escorting the process until a WMS supplier is selected

 

• Visiting the company's warehouse, meeting relevant position holders, conducting observations of the work processes and other activities in order to assess the existing systems and needs

• Preparing a characterization document of the work processes around the WMS system (by way of flowcharts), based on the existing processes and suggested improvements 

• Preparing an RFP (Request for Proposals) document defining the system requirements, including a general description of the warehouse building, WMS surroundings, reports and inquiries, and an Appendix of Work Processes

• The list of main processes to be characterized:

  • reception

  • storage

  • replenishments

  • transfers

  • picking

  • stocktaking

  • logics definitions

• The material will be forwarded to you for preparation, followed by a presentation of the work to you

• During the presentation, a discussion of different subjects will be held; these include topics defined in advance and others that come up during the meeting

• Updating the RFP document according to the subjects raised in the meeting and issuing a final version

• Distribution of the RFP to potential suppliers

• Examining and comparing the proposals received, including meetings with suppliers on their premises

• Assisting in the negotiation and selection of the supplier most suitable for you

• Assisting in issuing a Work Order to the winning supplier

• Detailed specification with the selected WMS supplier at the client's site. 

This process takes about two months and includes 1 or 2 five-hour meetings during those months

• Setting the work configuration between the ERP and the WMS

 

Stage 2 – escorting the development, implementation, assimilation and launch

 

• Detailed specification of the interfaces to the ERP and the automated systems

• Defining the structure of locations at the warehouse, should we decide a change is required

• Preparing a file on the warehouse's infrastructures

• Uploading data on items, clients, etc. and keeping them updated

• Defining cargo labels, shipment labels and signage, according to changes required in the process

• Preparing a launch program in terms of timetables for the different stages

• Defining required tests for the interfaces

• Defining required simulations

• Preparing the transition plan from the aspect of continuous operation between the existing system and the new WMS system, with an emphasis on concurrent transition to another ERP software

• Preparing a plan for transferring the real data between systems towards the launch

• Examining the required manpower for the launch project

• Characterizing the reports and inquiries which are required for ongoing operation

• Ongoing support to the system administrator in the lead up to the change

• Support throughout the dilemmas and problems that arise during assimilation, launch, and running

• Providing support throughout the launch and commissioning period, until the system has stabilized

• After the launch, examining the ability to increase productivity using the system

• Checking that the system performs optimally, as set out in the strategies