Logistics News: Three Often Overlooked Keys to WMS Success

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Fralick on WMS

Feb. 6 , 2011

Logistics News: Three Often Overlooked Keys to WMS Success

In our New Featured Series, Mark Fralick Says Remembering Three Keys Principles will Avoid a Lot of Problems when Implementing a New Warehouse Management Systems

Here we introduce a new video feature from SCDigest: "Fralick on WMS"

That's Mark Fralick, president of GetUsROI, SCDigest technology editor, and one of the true pioneers and thought leaders of the Warehouse Management Syste market. Every few weeks, he will share his insights on topics related to WMS.

This Edition: Three Often Overlooked Keys to WMS Success

In this interview with SCDigest Editor, Dan Gilmore, Fralick says companies need to avoid letting the effort turn from an operation sto IT project, let integration convenience trump operational needs, and failing to focus on the few processes that really male the difference in DC performance.

Only from The Supply Chain Television Channel.

Recent Feedback

2011-02-18

Mark’s comments and views are right on. I’ve been involved in several WMS conversions were not only was the IT department a principal player, but the project manager! Operational processes quickly became “nice to haves” instead of DC environment productivity improvements. Functionality of mapping process, device response time and data interchange became the primary focus of the project, not just a baseline “these gotta work” off a conversion punch list. For anyone who is preparing to brave a conversion, please heed these insights that Mark has presented. He’s a bona fide smart person, and they are in very short supply.

Joel Beasley
Vice President, Distribution
Distribution Center
Thomas Nelson

2011-02-16

A nice read on the “Keys” article.

As a sales guy who supports WMS implementations I concur with the potential pitfalls and doing all in one’s power to avoid those. And, as a sales person who uses a CRM system, I say those same risks and keys can be roughly applied to the implementation of a CRM system, only instead of talking about work in the warehouse, we are talking about work in the field.

Bravo! Keep the thoughtful commentary coming.

Jim Higgins

Account Executive

AbeTech

2011-02-16

Once again you assembled an excellent article. I can`t help but agree with the practicality and reasonableness of Mark Fralick`s three main points.

However, I`d like to add something that is often missing in technology oriented articles. That is, how to execute plans and projects quickly, simply and properly. I`m talking about employee involvement.

Having worked in warehouses across the US for decades, I`m convinced that the people who know most about where the problems are and what should be changed, are those closest to the problems, i.e. selectors and other DC employees. I have interviewed hundreds of warehouse employees, most of whom report that their ideas and experience are not particularly valued by managers. Yet these are the people who are expected to support WMS programs and other improvement initiatives.

Why should I feel like supporting something when I am not engaged in it from the beginning? Why should I support projects that supposedly tell me better ways to do things, when I know from experience and from years of frustration, so many ways the system could be improved. Calling a meeting and telling me about the new WMS system is a slap in my face, a statement that you don`t really care what I think.

And then you want me to be enthusiastic and supportive of the program. And when I seem less than gung ho, you tell me that I resist change. Get real! I don`t resist change. What I resist is being treated less than what I am, a person with unlimited potential, a person longing to be acknowledged for who I am and what I know. Recognize me and I am all yours, mind and body.

If you want to jumpstart improved productivity, customer service, on-time deliveries, warehouse throughput, or any other element of improved supply chain performance, the best place to begin is with those who know the nitty-gritty and have to execute any decisions.

Barry Phegan
Principal

Meridian Group